rs Strategic Plan
ding n i F
s w n e a
Table of content Global challenges and our ambition
Our education and students
Impact: our value for society
Our people, organisation and resources
Change Performance Indicators
Global challenges and our ambition
4 | Strategic Plan 2019-2022 | Global challenges and our ambition
In the 21st century we face major global challenges crossing the borders of nations and sectors. Humanity is overconsuming nature and the planetâ€™s natural resources, malnutrition continues to exist worldwide, urban centres are becoming overpopulated, and the climate is changing rapidly.
In 2050, close to 10 billion people will inhabit the earth, and
The United Nations expects that in 2050 almost 70 per cent
the demand for healthy and sustainably produced food will be
of the global population will live in urban areas. These
higher than ever. Globally, 800 million people currently suffer
overpopulated urban centres are already confronted with
from chronic hunger and about two billion from malnutrition. In
degraded air quality; reduced water availability and green
striking contrast, obesity and related illnesses dominate the
space; problems with waste removal and the supply of food
western world. Along with these problems, we are confronted
and energy. In contrast, rural areas are rapidly emptying,
with the global spread of infectious diseases related to our food
and we face the challenge to keep these areas attractive and
systems. We have the power to meet these challenges, but only
well serviced and to retain enough farmers for sustainable
if we drastically change our current food production systems,
agriculture. We aspire to cities and metropolitan areas that â€“
distribution systems, eating habits and curtail food waste.
in close relationship with the surrounding rural areas â€“ are liveable, healthy, food secure, and adaptive to climate change. Simultaneously, we want to maintain the integrity and economic viability of rural areas.
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Life on earth demands a sustainable use of our planetâ€™s
Our domain: healthy food and living environment
resources. Current consumption and production systems deplete resources, drive deforestation and biodiversity loss,
ty & well-bein cie g so
pollute fresh and marine water, and degenerate soil. Rising populations, growing economies and higher standards of living have increased greenhouse gas emissions to the detriment of the planet. Climate change, one of the gravest concerns of our time, has strongly shifted where and how we can live, consume and produce. To sustain our planet, we urgently need to value nature as a partner that supplies â€˜life
affect research, education and didactics, open science, social engagement and stakeholder involvement.
6 | Strategic Plan 2019-2022 | Global challenges and our ambition
en viro n m in g li v
correctly, these new technological opportunities can positively
social-technological, ethical and privacy dilemmas. If used
food and a sustainable environment, but they also create
can be harnessed to address the pressing issues of healthy
importance of artificial intelligence. These new technologies
the collection and combination of (big) data and the growing
d, feed & biob
digital connectivity, the increasing role of sensors and robotics,
Healthy food and the living environment are impacted by
and life supportâ€™ and not just as a resource to be exploited.
na tur a
Main system transitions in our domain
The described global challenges call for disruptive transitions in
consumption level will deplete our natural resources.
our domain. Transitions can only be achieved if we can change
Hence, we need a transition towards eating proteins from
social, economic and environmental drivers and determinants
more diverse sources. This shift obligates us to change our
including the design of institutions and the behaviour of
consumption behaviour as well as to develop, produce and
individuals. Global transitions are complex and often come
introduce a wider variety of new tasty, healthy and sustainably
with difficult trade-offs between different goals and interests.
produced protein-rich foods.
Our current agri-food systems need to transform towards a
Together with the above two transitions, the world must
circular agriculture. Considering earth’s finite resources, the
transform itself from a fossil-resource based economy to a
world’s current and future needs for nutritious food can only
circular biobased economy. This transition calls for a growing
be sustainably met by circular agri-food systems that optimise
use of biomass to produce chemicals, construction materials,
resource use at the farm, local, regional, national and
plastics and energy. Increasing demand for, and use of,
transnational levels. Circular food systems are founded on
biomass have consequences for land use (agriculture, forestry),
regenerative natural resources; maximum reuse and recycling;
use of the sea (seaweed, fisheries, aquaculture), production
minimal loss of resources to air, water and soil; and healthy
technology and (re)use of bio-based materials and products.
crops and animal welfare. In circular agri-food systems, changing one segment of the food chain can easily initiate
These and other transitions require major changes in our
significant, unexpected, wanted and unwanted consequences
relationship with, our attitude towards, and our protection
and ‘construction’ of nature and biodiversity. Our relation with terrestrial and marine nature has radically changed the
To sustainably transform agri-food systems, we also need
earth and ignited societal controversies on animals, biodiversity
to change what we consume and produce. By 2050, humans
and natural resource exploitation. We need to build a broader
will consume more animal proteins than ever, driven by an
consensus on what society considers nature and how we
increasing population and improved standards of living. This
engage and interact with it.
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8 | Strategic Plan 2019-2022 | Global challenges and our ambition
Our ambition Wageningen University & Research (WUR) is a globally leading university and research organisation in the fields of agriculture, healthy food and the living environment. We continue â€˜to explore the potential of nature to improve the quality of lifeâ€™. Rooted in the Netherlands, we collaborate with academic partners, companies, public agencies and NGOs worldwide on the global, regional and local challenges and transitions. WUR provides the highest quality knowledge, education and research to address global challenges and to design and accelerate required transitions. In doing so, we take our responsibility to develop innovative technological, social and nature-based solutions that help build bio-circular agri-food systems. These solutions also contribute to protect nature, enhance biodiverse ecosystems and support liveable urban and rural communities.
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10 | Strategic Plan 2019-2022 | Our research
Our research is driven by our desire to understand and to contribute to the worldâ€™s challenges and the transitions that lie before us.
In Wageningen we encompass the entire chain of knowledge,
ranking in our domain. They work disciplinarily,
from curiosity-driven fundamental research to science-based
interdisciplinarily and transdisciplinarily with companies,
and up-scalable practical knowledge to create solutions that
NGOs, governmental agencies, research partners and society.
have impact. WURâ€™s excellent research teams sustain our high
Our science fields and investment themes The reputation of WUR is built on excellent independent
cells and from plants and crops in farming systems to whole
research in both fundamental and applied sciences.
ecosystems and production. Research in animal sciences
Wageningen University and Wageningen Research combined
focuses on the performance of animals in natural and food
into one organisation can quickly translate breakthroughs
production systems, and on transforming these systems to
in fundamental knowledge into practical applications like
become more nature based, climate-smart, healthy and
technological innovations or new government policies.
circular. In social sciences research concentrates on exploring and understanding the interaction between institutions,
Our science groups work in five science fields. Agrotechnology
practices and social change, often in relation to the biophysical
and food sciences research focuses on healthy delicious and
world of natural resources and technologies. Our environmental
fresh food, environmental technologies, biobased products and
sciences aim to understand processes in our living environment
food safety. Plant sciences researches plants at various
and to develop nature-based solutions for a sustainable world.
aggregation levels: from genes to the interactions between
In our research we powerfully connect fundamental knowledge
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and science-based and up-scalable practical knowledge in and across these science fields. With three Wageningen-wide investment themes we accelerate the development of knowledge and innovation in our domain.
Investment-theme 1 | Connected circularity The need is growing for circularity in separate food chains and materials segments (e.g. agriculture, food processing, consumption, waste, chemicals, materials) and at various aggregation levels. Circularity should be nature inclusive, environmentally sustainable, economically viable, resilient, and â€œclimate neutralâ€?. But, individual circular systems are all connected and influence each other. We will investigate the synergies and trade-offs between individual circular systems to design connected circular systems that cross segments and aggregation levels. We aim to ensure optimal use and valorisation of renewable resources (biomass).
12 | Strategic Plan 2019-2022 | Our research
Investment-theme 2 | The protein transition
Investment-theme 3 | Digital twins
Proteins are the building blocks of life on earth. Both their
Humanity is increasingly building digital images of real objects.
quantity and quality in food play a major role in human and
These “digital twins” are created for living objects, such as
animal health. Currently, a significant part of proteins are
cells, plants, animals, people and ecosystems, as well as for
consumed through animal-based products. However, our
non-living objects, for instance, food and supply chains.
planet’s increasing demand for animal protein is outpacing
Digital twins are created by deploying sensors and new sensing
our planet’s carrying capacity. We need to transition to more
techniques, in combination with increased data connectivity,
sustainable protein production and consumption. Plant-based
interconnected computing systems and artificial intelligence.
proteins and new sources, like insects and seaweed, offer
They can be used not only to understand, describe and analyse
sustainable and economically attractive alternatives in addition
reality, but also to predict the future state of those objects.
to meat. This theme considers how this protein transition can
This technological exploration needs to be accompanied by
be facilitated and what its biological, health and social/societal
an understanding of ethical and societal limits to its potential
consequences, and feasibility are.
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How we conduct research With disciplinary research we create a solid and essential base
our knowledge to markedly improve and innovate these sectors
for inter- and transdisciplinary activities. Interdisciplinary
locally and globally. We collaborate with many major companies,
scientific teams and projects connect biological, technological
with SMEs and with innovative start-ups in bilateral projects,
and social sciences. Our teams collaborate with many national
public private partnerships and EU or NWA1 consortia.
and international academic and research organisations like Eindhoven University of Technology for sensors, robotics, ICT
We strive to remain the leading research organisation in our
and data sciences and Utrecht University in human medicine,
domain. Excellent WUR scientists publish in high-ranking
veterinary medicine and curative health. In this strategic plan
journals and win prestigious competitive grants like
period we will strengthen our network with partners
‘Vernieuwingsimpuls’, ‘NWO Zwaartekracht’ and ERC. Their
that complement our knowledge and expertise. New
achievements attest to the quality of our research. But,
partnerships, for instance, with Artificial Intelligence scientists
research is always a team effort. In the coming years,
or with the creative industry, will create novel and unexpected insights and knowledge to design transitions in our domain.
we want to broaden the emphasis on excellence from individual performance to team performance.
We work not only with academic partners and research
Excellent science compels us to maintain high standards in how
organisations but also with agriculture, industry, government
we conduct research, in how we handle data and in how we
and NGOs in many transdisciplinary projects and citizen-science
communicate results. In 2018, Wageningen University &
approaches. In these partnerships we co-create and translate
Research publicly committed itself to these standards when it
1 Nationale Wetenschapsagenda / Dutch National Research Agenda
14 | Strategic Plan 2019-2022 | Our research
signed the new Netherlands Code of Conduct for Research
Evaluation Protocols we use for Wageningen Research and
Integrity. All our scientists act according to its five principles:
Wageningen University research. We carefully review our
honesty, scrupulousness, transparency, independence, and
impact from the perspective of citizens, societal organisations,
responsibility in all research programmes. We embrace
industry and government.
developments and policies in Open Science in line with the National Plan Open Science and will implement them in the coming years. Accordingly, WUR aims to make
A significant amount of university research is carried out by
scientific publications from our publicly funded research publicly
education and quality control. In this strategic plan period we
available through Open Access. In the context of â€œWUR is
will decide whether it is opportune to develop a Professional
serious about dataâ€?, a research data management policy will be
Doctorate in Engineering (PDEng).
PhD candidates in six graduate schools responsible for PhD
implemented based on FAIR principles (Findable, Accessible, Interoperable and Reusable) with the leading principle: as open
For the Ministry of Agriculture, Nature and Food Quality
as possible, as closed as needed.
Wageningen Research executes statuary tasks (WOT) in six programmes and two policy supporting programmes (BO).
Impact is at the core of our existence. We enhance impact by
Development of new knowledge specifically at Wageningen
systematically including value creation when we design new
Research is organised into five new robust programmes
research programmes and by continuously monitoring and
(see page 16).
evaluating our impact. This process is part of the Standard
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In this strategic plan period we will organise the development
of new knowledge for Wageningen Research in five robust programmes2. These programmes will be supported by a significant increase in governmental finances. All programmes are aligned with the agendas of the Ministry of LNV and other ministries, the top sectors, the Sustainable Development Goals and the European agenda.
Circular and climate-neutral Circular systems in the blue & green economy will close water, nutrient and carbon cycles and minimise resource loss. We will develop knowledge to build a circular and climate robust society to prevent, mitigate, live and adapt to climate change. Integrated systems are designed by making smart connections between terrestrial supply chains (plant and animal based) and marine production chains. This includes efficient use of land, water and energy, as well as carbon sequestration. Efficiently using resources in the food, feed, chemical and materials industry is crucial, while we ensure food safety and product quality. Food security and valuing water We contribute to Zero Hunger by combining our knowledge in the agri-food and water domains to shape the transitions towards sustainable food systems worldwide. These systems have to be demand driven, adaptive, resilient and efficient while taking into account the social and environmental consequences. Increased understanding of the water-food nexus will enable us to develop solutions and understand effects on multiple geographical and time scales.
2 WR receives â€˜kennisbasismiddelenâ€™ from the Ministry of LNV for the execution of these programmes.
16 | Strategic Plan 2019-2022 | Our research
Nature inclusive and landscape
Data Driven and High tech
This theme serves one overarching goal: enhancing
The future is digital for food systems, farming systems,
biodiversity. In the future, planning and developing
health and the environment. These areas are
processes of terrestrial and marine socio-ecological
increasingly driven by data and high tech innovations
systems will take into account both the dynamics and
using new technologies, sensors, robotics and artificial
the intrinsic value of the ecosystem as well as its
intelligence. Wageningen University & Research plays
economic function. In this theme we incorporate
a crucial role in enabling this digital transformation.
two important principles. “Biodiversity first”: we
In the coming years crucial goals will be developing
encourage ourselves and our stakeholders to integrate
Artificial Intelligence and big data analytic algorithms
biodiversity as a key component in project and
for agri-food and life sciences applications, designing
programme delivery. “Nature inclusive”: we tackle
innovative FAIRified data infrastructures that operate
the challenges and opportunities by delivering nature-
across scientific disciplines, and investigating human-
based solutions: at the appropriate scale, socially
robot interactions. Such achievements drive technical
inclusive, and climate and economically resilient.
developments for different aspects of our domain like precision agriculture, individually tailored food advice,
Safe and healthy
personalised health and the efficient monitoring and
We develop new knowledge for safer and healthier
anticipation of climate, nature and environmental
food products and food production systems to provide
consumers with better dietary choices. We also create novel methods to assess our food’s healthiness, safety and authenticity. To regain consumer trust and public acceptance, we need to understand and to address the underlying reasons for their lack of confidence in the system. The interaction between human, animal and plant health, and the environment regarding chemical presence and use, infectious diseases and zoonoses will be studied using a One Health approach.
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Always guaranteed a good haul of mussel seed Always guaranteed a good haul of mussel seed: An alternative method for catching mussel seed is being developed. Thanks to Wageningen University & Research, more than one third of every catch is brought in using mussel seed capture installations (abbreviated as MZIs in Dutch). An MZI consists of floating nets that are 3 metres deep and 100 metres long. Mussel farmers â€˜sowâ€™ newborn mussels in specific spots off the Dutch coast that are allocated as nurseries. The microscopically small mussel larvae attach themselves to the nets in the spring. There the mussels grow to a marketable size in one to three years. In July, the mussel seed fishers harvest the now much bigger adult mussels by brushing them off the net with large machines. The mussels are then taken to the nurseries, where a second harvest is often possible. Unlike trawling, MZI fishing doesnâ€™t damage the sea bed. Furthermore, mussel seed fishers being able to always guarantee a catch allows them to have more income security. The Dutch Ministry of Agriculture, Nature and Food Quality, the members of the mussel industry and nature organisations have agreed that the transition to mussel seed fishing with MZIs should be completed by 2020.
18 | Strategic Plan 2019-2022 | Our research
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Our education and students
20 | Strategic Plan 2019-2022 | Our education and students
We provide students and professionals with the knowledge and skills to understand and contribute to key global transitions.
Students and professionals come to Wageningen University &
proven by national and international rankings. To remain at
Research to participate in our expanding portfolio of online
the forefront in higher education, we need to adapt faster to
and on-campus programmes, trainings and courses, all of
the changing demands in our domain and interests of students
which are combined in our Education Ecosystem. Our Education
and professionals, and to the new didactical and technological
Ecosystem continuously develops through innovation and
innovations. Decreasing government budgets per student,
expansion of different forms of education while maintaining
however, complicates our ability to respond to student need.
high quality education, educating more students, creating flexible learning paths and strengthening our diverse classrooms.
Number of students excluding PhD students
At WUR we educate students to become academic professionals
who globally contribute to sustainable solutions to complex scientific and societal challenges. Our students take their social, personal and ethical responsibilities seriously. Education
at WUR is student-centred, international, interdisciplinary and
strongly linked to research. We offer students a personal and
small-scale approach combined with more large-scale teaching methods. Our vision on education and plans for strengthening the quality of education are detailed in our Vision for Education (2017) and the Quality Agreements 2019-2024.
We are an internationally renowned education institute,
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sf or e& cr off e li ne
te &o du ffli ca ne t
Full-time campus students
re e pr o g
on li n
(Part-time) distance students
Professionals, prospective degree students, (virtual) exchange students
Professionals, interested public
Maintain high quality with growing student numbers Wageningen University & Research attracts a high and growing
New education forms and didactic methods strengthen the
number of qualified students. Growth is not our ambition,
quality of our education and help us to educate more students.
maintaining our high quality education and research is.
These novel didactics broadly combine interactive and small
However, we have limited possibilities to restrain growth.
group learning and teaching with online and large-scale
Student numbers have doubled in the last six years and are
teaching methods. We will recruit more staff to sustain high
expected to increase to around 15,000 students by 2023.
quality education with personal student-lecturer contact. Additional investments in facilities, our third education building,
The growing student numbers have significant consequences
digital tools, deployment of Wageningen Research staff in
for our organisation. Our staff works hard to deliver high quality
education, and educational support contribute to maintaining
education to our growing student population, and with success.
our high quality education.
Our quality indicators and external programme evaluations demonstrate that overall we have maintained the quality of our
Carefully selecting students also helps to maintain quality. In
education, despite the bottlenecks we faced. We are the best
some programmes, we actively curtail student enrolment with
university for education in the Netherlands, and we have held
a numerus fixus if we cannot otherwise maintain the quality of
this honour for 14 consecutive years. Nevertheless, we have
education when confronted with increasing student interest.
to take measures to sustain the high quality of our education and reduce the workload of staff. We will deal
Regrettably, other selection possibilities are limited by Dutch
responsibly and proactively with growing student numbers and
monitor both the prospect and inflow of students and the
decreasing government budget per student.
effects of our measures to maintain and to improve the
law. Together with the Student Staff Council, we will closely
22 | Strategic Plan 2019-2022 | Our education and students
Up-to-date portfolio Our portfolio has to reflect developments in science, the interest of students and the demands of the professional field. We offer state-of-the-art education not only to our Dutch and international degree students but also to professionals around the world. They come to our campus, follow our online courses or programmes, or participate in one of our joint programmes with partner universities. In this Strategic Plan period we will update our education
portfolio to meet the transitions and demands of the international professional field. We will assess the need for new programmes and courses for bachelors, masters, professionals and PhD candidates â”€ such as the need for a new marine science bachelor programme â”€ while changing or terminating those programmes that no longer match demand. In this vein, we have decided to strongly embed entrepreneurship education in existing programmes and to start tracks on data science linked to our domain. Tracks on data science may result in a new master programme. We continue to explore possibilities for new programmes in collaboration with other universities similar to the current joint programme with TU Delft at the AMS institute and our collaboration with NTU-Singapore.
Our portfolio of education for professionals is to be expanded towards a comprehensive portfolio with a variety of long and short online courses, on-campus bachelor, master and other courses, and specific tailored services focusing on different target groups in developed and developing countries. This portfolio includes master courses and programmes in
Business Administration for current and future leaders.
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Skills for the future We teach our students skills to deal with highly complex and interdisciplinary global issues in a changing world. At WUR, we want students to be active and motivated to develop their talents, interests, abilities, and learning process. Our graduates are open minded, critical and investigative thought leaders who contribute to important transitions.
Students require additional skills and knowledge to be well prepared for future professions. We will teach our students to work with new and digital technologies and to deal with the accompanying ethical issues. In the coming years, students will be stimulated and facilitated to acquire personal leadership skills and to become innovative entrepreneurs. Simultaneously, we will implement the education concept â€˜boundary crossingâ€™, training students to collaborate with other students and societal stakeholders with different cultures, knowledge levels, disciplines and backgrounds. Students apply and practice these skills in the projects they do with societal stakeholders on real-life issues. These projects and other initiatives aim to better prepare students for their future career.
24 | Strategic Plan 2019-2022 | Our education and students
Stimulating innovative and flexible education
Students and professionals increasingly demand flexible
We want to widely adopt innovations that stimulate and
education. This requires us to transform our education from
better our students, such as enriched feedback through
general learning paths to more personalised and flexible learning paths. Flexible learning paths and diversity in
technologies and blended learning combining online and
programmes and courses serve the different levels, paces
we will reap the benefits from novel technologies and
and interests of individual students and professionals. Online
applications offered by EdTech companies, such as virtual and
education and open educational resources are innovations
augmented reality and serious gaming. We encourage and
that enable more flexible learning paths, such as new online
facilitate spin-offs as the result of innovations with these new
premasters and micromasters. In the flexible learning paths
technologies. We will expand educational research to
we sustain the student-lecturer interaction.
support evidence-based innovations that enhance the quality of our education both alone and in collaboration
Innovations that strengthen the quality of our education are increasingly stimulated and adopted into standard practice. We want to shift to an innovative educational
with other universities and external partners, such as the
climate and culture. More innovation and its adoption will be stimulated and facilitated through an incentivising funding
We will adjust education buildings, classrooms and facilities to support innovative educational learning and
system, a more flexible education organisation, and optimal
teaching methods. In the near future students will bring their
support and exchange between lecturers, educationalists and
own device to connect to our digital facilities and infrastructure
support staff. We ask programme committees and programme
at anyplace, anytime and anywhere. Further investments in
directors to coordinate these innovations in their study
the flexibility and accessibility of our study and working
programmes and to stimulate exchange.
environment, both digital and physical, are needed to enable
small-scale interactive teaching methods. To achieve this,
4TU Centre for Engineering Education.
innovations and flexible education.
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26 | Strategic Plan 2019-2022 | Our education and students
Diverse student community A diverse student population and internationalisation are important assets of high quality education. We prepare all our students for work and life in an international, intercultural and multi-stakeholder environment. We continuously strengthen internationalisation and create an even more inclusive student community. We support the international classroom by integrating international students into the Wageningen community, by improving the language skills of students and staff, and by sending our students abroad, for example, through our networks, such as Euroleague for Life Sciences. Safeguarding a balanced composition of nationalities in the international bachelor and master programmes remains a key ambition. We advocate for additional possibilities in Dutch law to select students to manage a diverse and balanced student population of different nationalities in our international classrooms. We are committed to ensure the well-being of our students. To that end, we take measures to prevent isolation and to help students cope with stress. We continue to offer guidance and assistance through our Student Career Services, study advisors, student deans, student psychologist and general practitioners. Our support matches the changing needs of our students and the new vision of active students and personalised learning paths.
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Resilient, climate-proof, liveable, healthy cities Increasing urbanisation combined with the adverse effects of the intensifying climate extremes (floods, droughts and extreme heat) call for a new paradigm of the efficient planning and management of urban environments. This new paradigm must maximize ecosystems and services, minimize the citiesâ€™ environmental footprints and increase their adaptive capacity in relation to the changing climate, demographic and socio-economic conditions. The increasing concentration of people in urban environments means that the social, economic and environmental demands while living and working are under pressure. It is also known that greening the city increases air quality, reduces noise nuisance and reduces stress. While in constant communication with these factors, Wageningen University & Research develops ecosystem-based planning, provides information on the ecosystem of urban green infrastructure, designs tools/approaches/guidelines to support urban development professionals and understands how to reach and cooperate with different urban groups and stakeholders.
28 | Strategic Plan 2019-2022
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Impact: our value for society
30 | Strategic Plan 2019-2022 | Impact: our value for society
Since our founding a century ago, we have been driven to find answers and to improve our world. We want to make an impact.
We create impact by providing high quality education and by
in particular by fostering entrepreneurship and collaborating with
carrying out innovative research with our partners. Wageningen
partners to better apply knowledge. We will continue contributing
University & Research has a proven track record on generating
to societal agendas, organising societal dialogues, connecting
impact, but as a global leading knowledge institution we cannot
with our national and international alumni, and further
rest on our past achievements. In this strategic plan period we
developing our campus.
will enhance our century-long tradition of generating impact,
Excellent research and education with impact In research, WUR collaborates with knowledge institutions,
50,000 alumni contribute to the Sustainable Development Goals
governmental organisations, industry, and society to find
(SDGs) in and beyond their home countries and
answers and to create solutions that impact the worldâ€™s
regions. In the 2019-2022 plan period we will expand our
challenges. With these partners, we co-create, share and apply
education for alumni and professionals around the world:
knowledge that enables all parties to innovate. We transfer our
on-campus, on-line and on-location. We have also planned to
knowledge to national and international governments so they
increase opportunities for degree students from developing and
can develop effective policy and we provide insights for
emerging economies to study in Wageningen by improving our
businesses to develop new products, new processes and new
scholarship programme and by strengthening our collaboration
revenue models. Wageningen University & Research also
with public and private funding organisations.
responds to questions of society. Through the Science Shop and the Education Project Services (Onderwijsloket), students and
Wageningen University & Research also collaborates with and
researchers collaborate with social organisations to answer
supports Universities of Applied Sciences (HBOs), vocational
questions and to design solutions at the local or national level.
education institutions ((v)MBOs), high schools and primary schools. We provide challenging and inspiring education and
We educate students to become academic professionals and
educational material to make these students and children better
leaders in science, industry, government and society. Our
aware and knowledgeable of the global issues we face.
Wageningen University & Research | 31
Entrepreneurship We stimulate our staff and students to develop an
Wageningen University & Research invests in bringing our
entrepreneurial attitude by giving them the skills, freedom
findings to higher Technology Readiness Levels (TRLs). Together
and incentives to conceive innovative ideas and transform
with our partners in the public and private sector, we expedite
these into new business with impact for society. In the
the implementation, upscaling and sale of our technologies. We
coming years we will stimulate a culture and practice of
capture our share of value â€“ also through IP and technology
entrepreneurship through education, and by promoting student challenges, business development, and vital start-ups and spin-offs.
transfer â€“ to guarantee a permanent investment cycle in our
Our Startlife and Starthub programmes and facilities assist starters with education, coaching, seed capital, venture capital and networks. We incorporate entrepreneurship into our curricula and make all students and staff aware of the opportunities offered by Startlife and Starthub.
32 | Strategic Plan 2019-2022 | Impact: our value for society
knowledge, know how, human capital and facilities.
Contributing to societal agendas Wageningen University & Research helps in setting and
contribute to Europe’s objectives, often in close collaboration
achieving national, European and global agendas on
with similar European institutions, such as INRA and European
comprehensive challenges and transitions.
In the Netherlands, we help to establish several agendas,
Together with our international academic partners, the private
including the National Research Agenda (NWA), the new
sector, governments, NGOs and the philanthropic sector, we
vision on agriculture of the Ministry of Agriculture, Nature and
contribute to global agendas, particularly the United Nations
Food Quality, the Climate Agenda of the Dutch government
Sustainable Development Goals (SDGs). We are especially
and the mission-driven programmes of the top sectors. When
committed to the SDGs’ Zero Hunger; Good Health And
appropriate, we collaborate with national partners, such as
Well-Being; Quality Education; Clean Water And Sanitation;
the other three technical universities with whom we form the
Sustainable Cities And Communities; Responsible Consumption
4TU federation and the applied research institutes with whom
And Production; Climate Action; Life In The Water; Life On
we form the TO2 federation.
Land; and Partnerships. We aim to set global agendas with partners, such as the Agrifood 5 Alliance (Wageningen
As a leading institution in agriculture, food and environment,
University & Research, China Agricultural University, Cornell
we understand our responsibility to proactively contribute to
University, UC Davis and the University of São Paulo) and the
the European Commission’s agenda. In the coming four years
we will expand research and innovation programmes to
Wageningen University & Research | 33
Fostering societal dialogues Citizens, NGOs, companies, policy-makers and politicians hold strong opinions and ideas about developments and innovations in agriculture, food, health, nature conservation and environment. Developments, innovations and suggested solutions in our domain are complex and often come with challenging trade-offs between different goals and interests. As an independent and leading knowledge institution, Wageningen University & Research fosters societal dialogues by providing an open platform to exchange and to discuss knowledge, opinions, ideas and future scenarios about these crucial developments. A Dialogue Centre will be created on our campus to stimulate
and increase societal dialogues. We also aim for a constructive dialogue and collaboration with the municipality of Wageningen and its citizens to jointly deal with societal issues in the city and to develop Wageningen into a living lab for innovative solutions.
Nationalities of employees Wageningen University & Research, in fte (December 2017)
34 | Strategic Plan 2019-2022 | Impact: our value for society
Campus development and Shared Research Facilities While our vision is international, our Wageningen campus in the heart of the Food Valley and the Province of Gelderland remains the centre from which we generate our impact. We will not open campuses at other locations. Our current operations, campus and infrastructure will be optimally organised for future success in education, research and value creation. A pleasant working and study environment stimulates success and collaboration. We will further invest in and share our research facilities and infrastructures, both on campus through Shared Research Facilities and nationally. We stimulate our campus partners to do the same. Wageningen campus is an open innovation system with partners, customers and other external stakeholders.
Wageningen University & Research | 35
Subtle balance between taste and production process Most people in the Western world consume too much sugar, fat and salt, leading to obesity and diabetes being the most widespread, harmful outgrowth of this eating habit. The producers of cookies, sweets and other confectionary could do more to reduce the amount of sugar in their products, but in order to do that they need advice. Wageningen University & Research provides this advice. It supports the adjustment of the production process, understanding that the balance between taste and the production process is subtle. For example, cocoa mass has to be pressed through holes when making chocolate sprinkles. If this mass becomes less sweet, the mass becomes greasier, and the holes can become clogged. Furthermore, a shiny layer is added to the sprinkles as a part of the production process. If they are not dry enough, that process doesnâ€™t work. However by replacing sugar with cocoa, low-sugar sprinkles look darker, but the taste is creamier than the original.
36 | Strategic Plan 2019-2022 | Our education and students
Wageningen University & Research | 37
Our people, organisation and resources
38 | Strategic Plan 2019-2022 | Our people, organisation and resources
Our people generate the impact of Wageningen University & Research. They develop and disseminate new knowledge and innovations, teach students and professionals, and find answers to societal questions. Support staff assures that education and research run efficiently.
Our policies, organisation, and resources facilitate our staffâ€™s
Wageningen University and Wageningen Research by increasing
excellent work and their collaboration with colleagues,
flexibility and mobility between and within the two institutions
students, partners and society. Together we are
to form effective teams that boost our collective impact.
OneWageningen, maximising the synergy between
Our people We employ a talented academic community of researchers
our domain and to adopt new methods and techniques in this
and lecturers who are highly skilled and strongly motivated
digital age. Our staff avail themselves of these opportunities
to tackle global challenges in our domain. Our support staff
as they are equally motivated to take responsibility for their
likewise shares and contributes to the ambitions of WUR. We
complement and strengthen our teams by attracting diverse new talent.
To foster talent, we provide trainee, talent, and partner programmes for academic and support staff. We offer staff
We want to develop the potential of our employees to enhance
rotating assignments at other departments in the organisation
the quality of our work. We provide all our staff opportunities to
to further develop themselves and share their expertise in
cultivate their talents, advance their careers and continuously
different teams. We have designed a leadership programme for
expand their skills and expertise. We create learning
both academic and support staff to develop and to capitalise on
opportunities for staff needed to accelerate the transitions in
individual leadership potential. PhD candidates are facilitated in
Wageningen University & Research | 39
disciplines, gender, nationalities, age, experience and competences and to help teams benefit from this diversity. Increased demand of knowledge and solutions in our domain, the growing student numbers, continuous changes in our environment and inadequate financial resources have increased our staffâ€™s workload. We find it important that we support and nurture our staff and that they consider our institution a healthy working environment. Wageningen University & Research is taking measures to reduce work pressure both at the institutional level and at the level of the Science Group and Staff Department. We will invest in measures to decrease workload, in hiring more staff, and in removing barriers to appoint them. learning about and preparing for a career in and outside universities, and are enabled to finish their PhD thesis
We will also organise our work differently by allowing new
submission within their contract period. For this plan period
technologies and innovations to facilitate efficiency. In this
we will create opportunities for educational careers in the
new way of working, time-consuming administrative procedures
tenure track to reinforce the importance of education. We will
are simplified, reducing bureaucracy. We want to enable and
investigate how we can value and reward education and
to support teams to find and implement tailored solutions to
research more equally in our tenure track system.
decrease the workload.
More flexibility and internal mobility between Wageningen University and Wageningen Research and within the two institutes create opportunities for staff to
Smoothly integrating new employees into our community
collaborate with other disciplines and experts in the organisation
the organisation. Together we create a welcoming environment.
and to develop themselves. Flexibility and mobility will foster
We foster integration by expanding activities, support and
more effective and excellent teams who elevate our research,
spaces to meet each other. We will increase the use and
education and operations to a higher level, as diverse
proficiency of English within our organisation and encourage
individuals complement and creatively stimulate each other.
a proficient level of Dutch for non-native staff and students.
Interdisciplinary teamwork is crucial to accelerate societal
In this Strategic Plan period special attention will be given to
transitions. We want to increase staff diversity in terms of
integrating new non-native recruits into Dutch society.
40 | Strategic Plan 2019-2022 | Our people, organisation and resources
contributes to a healthy working environment. We continuously build an inclusive community of staff in all parts and all levels of
Culture More than ever, we want to develop a culture of creativity
flexibility and creativity. All of us are open to receiving and
based on trust, connecting to others and room to take calculated risks. To work effectively, individuals and teams
giving feedback on our performance and behaviour. Our ability
need to have a clear mandate and the freedom to achieve this
and to quickly apply and disseminate what we learn sets us
mandate as they see fit. We are a supportive, transparent and
apart from others. Simultaneously, we are keen on working
learning organisation in which individuals and teams are free to
together with alumni and external parties to learn and innovate
experiment and make mistakes. Trust is the starting point for
to learn from best practices and mistakes, to adapt to changes,
Wageningen University & Research | 41
Our organisation, processes and governance OneWageningen is a guiding concept to generate additional
and international professors, and enhance the flexibility of
synergy between and within the two institutions Wageningen
the chair holderâ€™s role and position.
University and Wageningen Research. OneWageningen enhances cooperation by stimulating internal collaboration,
Fulfilling our ambitions requires an organisation and processes
removing barriers, enhancing internal mobility and providing
that support individuals and teams to innovate and to
more flexible physical and digital working environments. We
experiment. However, external rules and regulations are
increase working with flexible and agile teams to stimulate
becoming more constraining and available financial resources
collaboration. During the plan period, we will explore
are under pressure. To bridge this apparent contradiction of
organisational changes that stimulate cross-expertise
freedom and constraint, we will set clear mandates within which
knowledge, research and education.
individuals and teams have room to manoeuvre and we will support them with timely decision making on matters that
The Chair Plan 2019-2022 of WUR contains the portfolio of
exceed their mandates.
regular chairs that together cover our domain. We keep the number of chair holders and chair groups constant, enlarging
We will implement more uniform â€“ and more digital â€“ processes
the groups rather than increasing their numbers. The formation
to support working processes and their adoption. This will
of robust clusters of chair groups continues. We will increase
make us more efficient and better at working across teams
the diversity of chair holders, especially the number of female
and increase the mobility and flexibility between teams. New
42 | Strategic Plan 2019-2022 | Our people, organisation and resources
and increasing external rules and regulations as well as
of staff and students, to offer healthier and more sustainably
technological applications in education and research heighten
produced food in our canteens, and to reduce our food waste.
the need for specialist knowledge and support. To meet this
In transforming our organisationâ€™s sustainability, we apply
need, we will strengthen the collaboration between central and
a Living Lab concept â€“ an approach to provide opportunities
de-central functions, bundle expertise, and harmonise systems,
for research and education experiments. In our procurement
tools and processes to deliver optimal support and solutions
policies and practices, we push supply chains to be transparent,
to our researchers and lecturers.
sustainable, circular and free from modern slavery.
Increasing digitalisation offers opportunities to work and study
We work closely with the various participational bodies on
more effectively. New technologies and digital processes require
setting the organisationâ€™s developmental direction and policy
additional expertise and support. The supporting services will
formation. Together we aim to further improve our modus
use data about the behaviour and needs of staff and students
operandi by including groups that are currently under-
to optimise the facilitation of research and education.
represented in the participational bodies and by involving experts from within the organisation to advise the
As an organisation, we continue to be a front-runner in
participational bodies on specific domains or dossiers.
sustainability and Corporate Social Responsibility (CSR). In this Strategic Plan period we give priority to promoting the vitality
Wageningen University & Research | 43
Financial resources Financial resources are instrumental to achieve our ambitions. Our main funding for education and research comes from provincial programmes and national and European governmental sources. This is augmented by financial support from charity funds and third-party research and it is our ambition to increase these forms of financial support. An efficient planning and control cycle has been created to ensure we realise our plans and meet budgets. Within the boundaries of the planning and control cycle, we will explore the possibility to give staff more operational freedom to experiment and more possibilities to develop unique ideas and hire young talent. During this strategic plan period we will focus, in particular, on strengthening Wageningen Researchâ€™s business model. We want to pursue a balanced and solid customer base, including more long-term commitment in strategic partnerships. Together with our clients we want to bridge the gap between new knowledge and applications with impact. We will apply a more value-based pricing model where possible and optimise the contact-tocontract-to-cash workflow. The additional income we generate will be used to realise more targeted investments in our knowledge base, human capital and facilities. At the end of the Strategic Plan period, we will have substantially increased
investments in Wageningen Research.
44 | Strategic Plan 2019-2022 | Our people, organisation and resources
Wageningen University & Research | 45
46 | Strategic Plan 2019-2022 | Impact: our value for society
Manure, a circular resource In circular food production with optimized use of resources, manure is an important source of valuable nutrients. However, currently manure is often disposed of as a waste stream from intensive animal production. This leads to environmental deterioration, while at the same time chemical fertilizers are being used for crop and grass production. This practice can be changed! Wageningen University & Research supports farmers in many countries around the world to find appropriate solutions based on value creation with manure, so that manure is no longer an expensive waste but a meritorious co-product of meat, dairy and egg production. For instance, in Vietnam we helped 750,000 farmers to cook on biogas they generate themselves using manure from their livestock. Using biogas also improves the living conditions in their homes, due to better indoor air quality compared with cooking using wood or dried cow dung cakes. In other situations manure is used to produce high-quality organic compost and phosphate to improve soil quality and fertility, as well as to sequester carbon in the soil to help mitigate climate change.
Wageningen University & Research | 47
48 | Strategic Plan 2019-2022
By 2050, the world population will have reached an historical high as 10 billion people inhabit earth, mostly in sprawling cities.
Without disruptive innovations people will be suffering from
This strategic plan is a call upon new and existing partners,
malnutrition, demanding and wasting more food, expending
students, alumni and citizens to explore with us the potential of
more natural resources, further affecting biodiversity, polluting
nature, to participate in defining and understanding the
land, air and water, and changing the climate.
challenges facing us, to engage in discussing and navigating trade-offs, and to work with us on evidence-based and socially
As a principal knowledge institute, Wageningen University &
inclusive answers that drive transitions. This Strategic Plan is
Research provides high quality knowledge, education and
an invitation to join us in finding answers together.
research to address these global challenges and to design and accelerate the necessary transitions. But, we cannot do this alone. We need partners â€’ both our current and new ones â€’ to tackle and resolve these critical global challenges. In this strategic plan period, we will strengthen our national and international partnerships and explore new partnerships to co-create and apply novel and unexpected knowledge. With our collective strengths, we can develop new initiatives, innovate our ways of working and educate the future leaders to solve the global challenges we are facing today and those we will meet tomorrow.
Wageningen University & Research | 49
Change Performance Indicators
50 | Strategic Plan 2019-2022
To fulfil the ambitions in this strategic plan, we continue many of the things we already do, but we must also make changes.
We can only succeed in our ambitions if we maintain our global
(CPIs) to track progress on our formulated ambitions. These
position as a top knowledge institution: this, in itself, requires
CPIs will be further operationalised and quantified as part of
change. We determined twelve Change Performance Indicators
our implementation process.
Continuous improvement for research excellence
Significant scientific and societal impact on the three
Expansion of our campus ecosystem and sharing of research facilities
Increased focus on and assessment of team performance
Increased mobility, diversity and rejuvenation of WUR staff Increased harmonisation of the organisation and satisfaction with internal systems and processes
Further integration and innovation of the Education Ecosystem
10 Expanded connection with society and partners
Increased flexibility in learning paths and in learning spaces
11 Enhanced culture of trust and calculated risk taking
Improved entrepreneurial culture and practice in
12 Increased volume and more margin from clients and
education, research and value creation
contracts in our applied research
Wageningen University & Research | 51
Wageningen University & Research
Pages 14-15: WUR contributes to the development of bio-asphalt. Lignin from trees and plants
Text editing and coordination
can be used as a natural binder in asphalt. You can find the worldâ€™s first bio-asphalt
Corporate Strategy & Accounts (WUR)
cycling path with lignin at the Wageningen Campus. 1 Lignocellulosic biomass 2 Fractionated biomass fibres
Graphic design, photo research and visuals Communication Services (WUR)
3 Separation of lignin from cellulose
4 Lignin Photography
Alamy (1, 18-19, 28-29), Petra Appelhof (42 left), MikeDotta /
5 Bitumen lignin blending
Shutterstock.com (28 middle & right), NhĂŁ Dt (46-47), JJFarq / Shutterstock.com (28 left), Rob Goossens, Jeroen Hofman (8-9, 26-27,
44-45), Marte Hofsteenge (25, 42 middle, 43 right), Gea Hogeveen (6),
NASA (4), Hutten (12), Sven Menschel (24), meunierd / Shutterstock.
1 Plant breeding programmes used to take 50 years
com (7 middle), Nicole Minneboo (36-37), Leonard Passchier (13 left),
2 Wilhelminatarwe: a Wageningen wheat with groundbreakingly high yields
100 years plant breeding
Jurjen Poeles (43 left), uit Pomologia (32 left), Jesse Reij (42 middle),
3 Elstar apple: a commercial success of Wageningen
RWS (18 left), Joris Schaap (23, 42 right), Shutterstock, Verse
4 Phenotyping: selecting offspring with desirable charateristics.
Beeldwaren (15 left), Gerard-Jan Vlekke (33 left) Hans Wolkers (7 left)
Genes can be tracked down more quickly and cheaply 5 Adapting crops to climate change: like a potato which can cope with less water
The publisher has done everything possible to credit the illustrations
6 CRISPR-Cas: possibility to change DNA very subtly. Professor John van der Oost
used. Please contact the Communication Services department if your
of Wageningen University & Research was the first to use this discovery for the
name has been inadvertently omitted.
alteration of DNA Chapter openings: The Mekong Delta is one of the most productive agricultural areas of Vietnam because
Wageningen, October 2019
of its fertility. The rice harvests increased from two times a year to three times a year.
As a result, Vietnam has become the third largest rice exporting country in the world. Around 40 years ago, Wageningen University & Research helped to develop this region, and recently has contributed to the Mekong Delta Plan to make the area more adaptive to the impact of climate change. The chapter images zoom in on several elements, from delta to rice plant.
52 | Strategic Plan 2019-2022
Strategic Plan of Wageningen University & Research for 2019-2020.