Summary

In 2024, the University of Twente (UT) operated in a turbulent environment shaped by geopolitical tensions, government budget cuts, and shifting demographics. These pressures influenced our financial situation heavily. The Executive Board and faculty management teams took difficult yet necessary decisions to improve the financial situation among which a reorganisation of one of the faculties. We sharpened our mission and vision to provide clarity and direction towards a more sustainable and future-proof organisation.

Mission and Vision

By redefining our mission we reinforced our identity as the entrepreneurial university of technology, combining 'High Tech, Human Touch'. We are committed to equipping future innovators with the knowledge and mindset to address complex societal challenges. Our core values are open, inclusive and entrepreneurial and we focus on four impact domains: Climate, Health, Safety & security, and Chip technology.

Education

We train our students to make a positive contribution to solving today's complex challenges by providing a broad portfolio of interdisciplinary bachelor’s and master’s programs that encourage challenge-based learning. From our continuous improvement perspective, we participated in the national project “Slimmer Collegejaar” focusing on reducing workload of students and staff, and the pilot “Wisselstroom”. We were proud organizers and host of the yearly event of the European Quality Assurance Forum, the first time organised in the Netherlands.

To contribute to the labor market's demand for well-qualified, college-educated technicians we continued our collaboration with the VU, providing joint programmes. Additionally, we formed a consortium with the ROC, Saxion, Twente Board and industry to take part in the “Versterkingsplan microchipsector”. With the fast changing world, LifeLong Learning (LLL) increases in importance. In 2024 we invested in several new propositions, some in collaboration with ROC van Twente and Saxion.

It remains unclear how the WIB (Wet Internationalisering in Balans) will play out. It may have significant impact on our educational programmes and student influx. We actively started preparations for its potential impacts. Student well-being remained a key focus. A robust guidance infrastructure and a vibrant campus life with room for extracurricular development were offered. New initiatives focused on prevention, resilience, and creating a stronger sense of belonging.

Research and Innovation

Our research is driven by societal impact and scientific curiosity, organised along our four impact domains: Health, Climate, Safety and Security and Chip technology. To realise societal impact, we collaborate extensively with government, industry and civil society. Knowledge safety and moral matters increase in importance. In 2024 the Committee Collaboration with Fossil Industry was installed, advising on ties with fossil industry.

Within all impact domains new promising projects started, like the BRIDGE project together with Universität Munster and other partners to facilitate hospitals in the region to share resources and expertise. The Climate Centre signed an agreement with the NL Space Campus on using data for among others resource security, urban futures and disaster resilience. In the field of Chip technology the first steps were made to establish New Origin, a chipfoundry and TNO’s new Joint Innovation Center started, focusing on societal relevant application of SiN chips.

Our academic staff was rewarded several prizes among which several Veni, Vici and ERC grants. In 2024 a total of just over 3.000 refereed publications appeared and relating to our valorizing activities we filed 19 patent applications, M€ 1.65 was brought in for business case validation and M€ 33 for follow up finance by several spin offs. A great example is the successful MedTech spin-off in needle free injections technology FlowBeams, which received a very competitive subsidy from the European Innovation Council. Contributions to e.g. the online platform of UNL increased the visibility of our work.

Organisation & Campus

Societal, technological, and scientific challenges demand high-quality academic education and research. In 2024, funding increased but costs have risen even faster, e.g. by inflation. For the first time in years, the number of support and administrative staff decreased. To ensure that revenues and expenditures are balanced again by 2026, in addition to strategic and future-oriented decisions, acute and short-term measures were necessary.

The well-being of our staff is of our utmost importance and therefore we put efforts into creating a safe and inclusive environment. In times of change, leadership is crucial, therefore a new leadership programme started in 2024, including training, community meetings and masterclasses. As follow up of the survey by the Labor Inspectorate in 2023, we carried out a Risk Inventory and Evaluation (RI&E) to determine root causes and create action plans.

Sustainability remains a key focus in our operations. Buildings Boerderij Bosch and Stall were renovated and preserved. In renovation projects pilots were carried out using sustainable materials. We strengthened our digital resilience of operations and worked at sustainable ICT solutions for primary processes. After a multi-year project, we were the first Dutch university to finish the clean up of our educational systems in compliance with AVG.

Financial Overview

In 2024, UT’s total expenditure was M€ 513.8 and income M€ 510, resulting in a budget deficit. Major costs included personnel, facilities, and depreciation. Despite the financial gap, strategic investments were made in education quality, student support, and research infrastructure. The university plans further budgetary reforms and diversification of income sources in the coming years.