5. Organisation and Operations

Sometimes the work of the EDIS service is very visible, as was the case, for example, in 2021 with the introduction of Multi Factor Authentication(MFA). In today's world, security with just username and password is no longer sufficient. That is why we have chosen to introduce a third step in identification in addition to these two so-called 'factors' using a phone-based app, Microsoft Authenticator. Furthermore, by the end of 2021, an additional password had to be retrieved to continue using the campus WiFi network.

Sometimes the work of EDIS is less evident or even completely invisible. The way in which the @wEURk laptop remotely connects to EUR's network and IT services, for example, went through a complete overhaul: Direct Access has been replaced by Forticlient. This will mean little to the ordinary user, but it has greatly improved the security of the network and EUR's information provision. Another 'invisible' measure is that, in connection with the increasing ransomeware threat, the daily backup of data will from now on also be stored as 'read-only’with an external provider. This means that this backup cannot be encrypted or deleted.

Education at EUR is supported by a large number of applications which are in turn managed, supported and further developed with and by the staff of EDIS. Certainly since 2021, this is done in close cooperation with specialists from faculties and other departments in so-called Multi-Disciplinary-Teams (MDT). By working together intensively and interactively with short lines, problems and challenges can be solved much faster and more effectively. This is referred to as Agileworking.

Education challenges to which EDIS had the opportunity to contribute in 2021 include:

• Increasing the number of Chromebooksby more than 540 for digital assessment in the M-hall. Despite a global chip shortage, we managed to complete this expansion, against expectations, at the beginning of the 2021-2022 academic year.
• Rolling out the new software for digital assessment ANS.
• Rolling out and supporting ProctorExamsoftware for online proctoringso that the faculties could enable students to take exams from home.
• Virtualising the PCs that were and are provided by the UB for students to access databases. Physical access was complicated by COVID-19 and these virtualised PCs can be used from home. At the same time, the reservation process for access to these PCs has been automated so that the UB has less work to do and students are served quickly and effectively.
• Building a new Thesis Management System for the faculties by EDIS developers. Given the requirements and preferences, in this case an internal custom system turned out to be a better option than buying a package.
• Launching Proof of Concept (PoC) with a modified setup of audiovisual resources in lecture halls to support hybrid education.
• Tendering and selection and subsequently also implementation of a new scheduling application. EDIS has made a significant contribution here, including concerning integration with other systems.
• Resolving the sub-optimal performance of streaming lectures

With the formation of the new IT organisation in 2020, a dedicated Research domain team has been established to further expand and improve support for that field of work. In daily practice, this domain team works closely with the UB and ERS departments within the framework of the RDM programme, which aims to drastically improve research support within EUR.

In 2021, the main focus was on defining the programme, making cooperation agreements, and structure and staffing. The RDM programme has a number of pillars, ranging from RDM policy to building a research infrastructure. The contribution of EDIS to the RDM programme is mainly reflected in this last pillar.

Research challenges to which EDIS had the opportunity to contribute in 2021 include:

• Implementation of and migration to the package PURE as a replacement for the research registration system Metis. A very complex project with challenges ranging from improving data quality and rationalising processes to ensuring that connected systems like Repub, People-Pagesand the like continue to function.
• Implementation of a new high-securevideo service for the benefit of researchers (BEATS).
• Start-up, in collaboration with other universities in SURF context, of POCs with YODA/iRODS, a new integrated solution for research data management.

The support, ongoing development and administration of business management applications are in full swing. The same goes for so-called 'generic ICT' - the equipment and network on which all applications of education, research and operations ultimately run, whether physically on campus or somewhere in the cloud.

The real increase in the threat level (as with ransomware)prompted EDIS to implement and prepare several projects in 2021 aimed at further improving our security. This includes the already described introduction of Multi Factor Authentications(MFA) for employees, the replacement of Direct Access with Forticlient,the additional password for access to WiFi on campus, and backup measures. More measures have been taken or are being implemented. A so-called Red Team Assessmenttook place where possible further areas for improvement in our security were identified. EUR also joined a new service provided by SURF, the SURFsoc. Including through a SIEM system, this service monitors cyber threats and potential attacks on the institution's infrastructure. The knowledge gained within SURFsoc is shared with the institutions, including EUR.

Not only driven by security motives, but certainly contributing to them, in 2021, in close collaboration with HR and E&S, we also worked hard on the replacement and functional renewal of the processes and platform for Identity and Access Management (IAM). After a previous attempt to do so in 2018 foundered, this became an urgent necessity, both in technical and functional terms. The project is slated to bear fruit for the new college year 2022-2023.

Spurred by the COVID-19 pandemic and the associated need to work from home, EDIS has implemented and supported several projects in the area of operations. For example, the project Digital Signingenabled digitally signing contracts and documents with full legal validity using the ValidSignapplication. For example, management has also implemented various changes within HR's SAP environment that will enable further digitisation of the sick leave process. Several features have also been made available within the Microsoft365 environment designed to make working and collaborating from home easier.

Microsoft365 is a library of products and functionalities and requires multidisciplinary collaboration and alignment, and an Agileapproach. Following the 2020 project that introduced Teams and Microsoft365 at EUR, a so-called Multi Disciplinary Team (MDT) was set up, in which the EDIS teams, Business Operationsand IT Genericwork closely together and coordinate with Information and Demand Management of the faculties and the other units. Because EUR sets a high bar in terms of preferences and ambitions in the field of Microsoft365, a project has been prepared for 2022. Together with this MDT, this is designed to give substance to the further roll-out of Microsoft365.

Massive homeworking as a result of COVID-19 has accelerated the adaptation and acceptance of, among other things, Teams. That had a huge impact on the procurement of our telephony services. The preparation of this telecom tender was about to be completed in early 2021, but was overtaken by the new reality. Where calling through Teams had previously seemed like an idea for the future, it was suddenly a real and present preference of faculties and departments. The starting points and preferences in the tender were reviewed and considered. The result is a new tender, one that is much more in line with the requirements and preferences that have emerged and been accepted so suddenly as a result of the COVID-19 pandemic. It will lead to the roll-out of modern telephony services within EUR in the first half of 2022 allowing you to make and receive calls from Teams, among other things.

Something that may be the least visible part of EDIS’s generic ICT services is its contribution to the renovation and new construction of buildings on campus. This is, of course, the area of work of RE&F, but EDIS, and especially the IT-Genericteam, plays a very important role in the background. Every building today is packed from bottom to top with equipment and cabling that should allow occupants to use their ICT services as if it were 'water from the tap’. All the renovations and new buildings such as MFO-2, the new sports building and the conversion of the M-building, involve a huge amount of work for the people of IT-Generic.

Led by the specialists in the field of Documentary Information Management (DIM), the Project Hotspot COVID-19 was realised in 2021. Commissioned by the BoT and in line with national policy, this was a project aimed at collecting COVID-19-related information, created and/or disseminated within EUR, in order to permanently preserve it in the context of its unique situation ('hotspot') and its historical value.

There were also significant developments in EDIS’s own internal operations in 2021. For example, the Management Servicesdepartment has worked hard to create the IT cost model and to update the associated Products and Services Catalogue (PDC). This gives EDIS and its customers a transparent view of what EDIS provides and at what price. To further ensure the legitimacy of procurement and hiring, EDIS has also moved to a new Dynamic Acquisition System (DAS) for hiring external IT personnel.

Digitally inspiring employees at EUR was the focus in 2021. The Digitisation 2024 Master Plan has been recalibrated to the ‘Digitisation Statement’. This so-called ‘Statement' includes a review of global (digital) trends for both education, research and business. The way these trends are related with the business capabilitiesof EUR in 2022 will lead to a further specification out of the strategic dialogue with administrators, Deans, but especially the entire l-community. The aim is to transform this digital inspiration into a redesigned digital course in the form of a guiding foundation for EUR strategy 2025-2029 to be developed.

The operation of the project portfolio process introduced in 2020 was further developed in 2021. The main body, the Project Portfolio Board (PPB), advises the BoT on the prioritisation of projects arising from the digitisation strategy, among other things. In 2021, a baseline measurement was carried out, based on which a roadmapis drawn up that will enable taking the process to a higher maturity level in 2022.

In 2021, significant steps in policy development were also taken in the focal area of sourcing strategy for central IT services. This has provided an insight into how the deployment of knowledge, capacity and quality can best be organised and how the strength of market players, SURF and fellow educational institutions can be used more effectively in order to contribute to the strategic, organisational and digitisation objectives of EUR. This strategy develops various scenarios for the central IT services. These are designed to lead to the best delivery model and better alignment to demand from the business based on the sourcingobjectives (increase agility, leverage current market knowledge and experience, improve financial control and predictability, continue to comply with laws and regulations, and increase flexibility).

Developments in the field of securityare set out above. From a policy perspective, the SURF security audit and the previously mentioned Red Team Assessmenthave been used to identify further areas for improvement that should lead to a higher level.

In 2021, the privacy organisation focused on answering questions from faculties and departments regarding the administration's dynamic measures. Questions from media and even from the House of Representatives about online proctoring were also addressed. In addition, the privacy management system was further set up and put into operation, and the foundation for the covenant of EUR-EUR holding and RSM BV was laid. An EUR-wide AVG audit was conducted to determine the maturity level of EUR. The resulting recommendations will be implemented in the near future.

Recognition & Appreciation

With its 'Creating Positive Societal Impact' strategy, EUR has the ambition to become an impact-driven university in the coming years. To that end, it is important to modernise the current system for recognising and valuing academic staff.

Since the end of 2019, steps have been taken within all Dutch universities and knowledge institutions to jointly work towards a modernised system that pays more attention to differentiated career paths, academic leadership and impact/open science. The balance between the individual and the team is a key factor.

Finally, there should be more room for qualitative indicators in addition to the existing quantitative indicators. See also position paper'Space for everyone's talent: towards a new balance in recognising and valuing scholars'. Achieving this requires a cultural change, modernising the current system for recognising and valuing academic staff and instigating a lasting mindset change.

At EUR, recognition and appreciation is included in the strategic pillar Fostering Societal Impactof Strategy24. In May 2020, a project team was set up consisting of academic leadProf. Victor Bekkers, project manager Bianca Langhout (dr.) and senior HR policy advisor Christien Bakker (MSc). The team made an action plan and has already taken significant steps to achieve the desired culture change.

For example, in June 2021, EUR Framework for Recognition & Appreciation was endorsed by the BoT. This frameworkwas established in close cooperation with all faculties and a number of services, outlining the framework for further design and implementation of recognition and appreciation within EUR. This will focus on three main areas, namely creating positive societal impact, focusing on differentiated career paths, team scienceand strengthening academic leadership. The frameworkalso contains a roadmap that outlines the key steps at different levels of the organisation (central, faculties and services).

Parallel to the completion of the EUR Framework, steps have been taken at the central level and within the faculties and services to further shape and implement recognition and appreciation. Workshops and dialogue sessions are organised by the core team; work groups have been established to work on templates for the narrative CV; and plans are being prepared for events and other communication tools. Within one of the faculties, focus profiles are already in place for academic staff at the UD and UHD level. Profiles are available for research, teaching, impact and management. Other faculties are also taking steps in this direction. In addition, a number of faculties are in the process of redesigning the career standing committee (VCL) and promotion criteria. They are making choices relating to the concept of recognition and appreciation. The HR department has prioritised recognition and appreciation as one of the spearheads in its new strategy. In the coming period, it is focusing on renewing the Result & Development cycle and redesigning the leadership programme.

In this way, EUR takes steps that are important for the desired culture change relating to recognition and appreciation. It is and will continue to be a complex change with challenges, obstacles and legitimate discussions with simultaneous shared commitment and progress.

Diversity and inclusion (D&l) are firmly embedded in EUR's current strategy to create a positive social impact. At EUR, we understand 'diversity' to include both visible (e.g. gender, age, race) and invisible (e.g. sexual orientation, disability, academic profile) diversity characteristics, and inclusion stands for being able to fully express yourself while feeling part of the team. By becoming more inclusive, we will also become more diverse, according to the vision. At work, we are mindful of and working on the entire cycle of HR processes, including recruitment, retention, promotion and exit. In this context, HR focuses on systemic change as the engine of transformation.

The work done on D&l in 2021 can be categorised into three components.

1) Policies to support D&l among employees

Recruitment and selection (W&S) received a lot of attention. Adapting the W&S process and making it more inclusive will create a more diverse talent pool, avoiding the pitfall of choosing people who resemble those on the recruitment and selection team or the person who has just left the position. HR developed nine mini e-learningsin various formats, highlighting the most essential inclusive and bias-free S&S principles for every EUR employee involved in the process. These include checklists, animations and infographics,with topics such as assembling a W&S team and inclusive job posting to the STARR method. In addition to the mini e-learnings,all HR business partners and HR advisors attended a training course on inclusive recruitment by an external expert trainer at the end of 2021.

In the context of the Participation Act, more than 57 jobs were filled by people from the ‘Banenafspraak’ (Job Accord) target group in 2021. This is 53% compared to the target of 107.1 jobs (of 25.5 hours each). To achieve the full complement, the focus was on individual placements within the organisational units. Additionally, the focus has been broadened by including placements through collective job realisation and based on initial cooperation in terms of job realisation through procurement and social return [1].

As in 2020, training was offered to support supervisors and managers of employees with occupational disabilities. This training includes theories, practical examples and tools to help (new) employees get the best out of their jobs. 26 employees of EUR participated, 22 of whom actually obtained the certificate.

Unfortunately, the 2021 goal of creating 107.1 jobs was not met. Yet, despite the pandemic, six jobs were added for people with occupational disabilities within EUR compared to the previous year. In the previous year, 14 jobs had been added. On this basis, it is safe to conclude that fewer jobs were realised in 2021 compared to the previous year than in 2020 compared to 2019. The reasons are that contracts were not renewed due to a variety of reasons, but also the closure of the university due to the Covid-19 pandemic caused a decrease compared with 2020. Ambassadors within different organisational units investigate whether there are places where someone can be employed through the Participation Act.

[1] Social returnmeans that social conditions are imposed within procurement and tendering processes. The client and the contractor agree that a certain percentage of the contract must be spent, for example on employment of people from the Banenafspraak target group.

Leadership Development

EUR supports managers in developing high-performing teams, promoting a healthy and positive work environment, and creating social impact. Leadership development received additional attention in 2021 during the Top Leadership Days (April and October) attended by the Board of Trustees, Deans, Directors of Research & Education and Directors of Operations (Faculties & Services).

They discussed what characteristics a leader or manager needs in order to achieve EUR's ambitions. Among other things, this resulted in a core leadership profile that serves as a stepping stone for further development of leadership within EUR. It also provides a basis for the purchase and deployment of related leadership training and development programmes typically offered through the internal Training and Development Platform (TOP). Some examples of related training and development programmes in 2021 are:

• Academic leadership
• Senior leadership in Academia
• Leading professionals
• Teambuilding programmes
• Individual executive coaching

Trainings

TOP organised fifty training sessions. Ranging from career training to leadership programmes. These trainings were attended by a total of 350 participants. Also in 2021, it was a challenge to quickly switch from online training to physical training and vice versa, depending on the Covid19 measures in place at the time.

There were also new training courses in the past year, for example the training Workplace Mindfulnessand Design Thinking Fundamentals. In addition, in 2021 TOP continued to offer the online GoodHabitzcourses. In 2021, a total of 1088 hours have been studied and 161 certificates have been obtained. Most of the study time was spent on the training courses Lean, Powerpoint, Excel, Time Management and Mindfulness.

Academic Leadership and Senior Leadership in Academia

As part of leadership development for academics, TOP also organised two editions of the Academic Leadership course in 2021. Forty employees participated. 2021 saw the launch of the new course 'Senior Leadership in Academia', developed in co-creation with the faculties. This is a leadership programme tailored to professors who are responsible for directing a department, section or team. The modules were rated an average of 8.4 by the participants.

Share Your Knowledge Event

During the Share Your Knowledgeweek organised by TOP, colleagues provide short informal workshops for each other as a way to share knowledge and experience. As a result, colleagues meet in a different setting than usual, expand their network and learn from each other. In 2021, this annual event consisted of 25 workshops, a variety of offerings ranging from 'How do I organise an event?' through basic theatre training to workshops on ethics and fundraising for research. 580 colleagues attended the workshops.

LDE traineeship

The two-year LDE traineeship is provided by Leiden University, Delft University of Technology and EUR. The eighth edition started in 2021. The change of the guard, a group of three new LDE trainees, took their place on the EUR assignment of the four trainees of the 2020/2022 cohort. The new trainees were recruited and selected with the help of BMC, an external agency. Staff from the Mobility team organised and supported the training programme and mentoring of the trainees.

Career guidance

Talent development plays a key role at EUR. The university has facilities and opportunities that allow employees to develop and take on new challenges. A sampling:

• Personal career budget: employees can freely spend € 500 per year on their future development
• Workspot:a portal where employees are matched with temporary work. This serves to increase internal mobility. In 2021, 50% of applications were filled with an internal candidate.
• Mobility Managerand Career Coaches:internal and external career guidance
• Career in Progress:portal including personality, ability and profession selector tests, testimonials and information about the mobility networks EUR is affiliated with; it also features a map of all positions and corresponding abilities within EUR.

The Job2Job department guides employees to new work if their contract expires within the next six months, as well as former employees in unemployment reintegration and employees who can no longer perform their work after a period of leave. Job2Job's case managers offer candidates a tailored process. They coach on an individual basis and mediate candidates to find employment within and outside the university. Each year, the Job2Job department receives approximately 130 applications.

Facilities & amenities (in the context of corona period)

As of Saturday, 23 January 2021, a curfew was in effect throughout the Netherlands. This meant that everyone had to stay indoors between 9:00 pm and 4:30 am. Being outdoors without a valid reason was prohibited. Those who had to go out to work had to have an employer's statement and the form 'Self Declaration of Curfew’. EUR provided an employer's statement to 78 employees during that period.

Information on (health and safety when) working from home was uploaded to the MyEUR platform. All updates around measures from the cabinet were communicated through mailing and posted on the EUR website.

HR published monthly newsletters for all employees, including managers. These provided tailored information to enable working from home. In 2021, HR published eleven newsletters.

In 2021 the Occupational Health and Safety Coordinator/Central Prevention Officer was appointed. A master plan was also drawn up for an EUR-wide, both centralised and decentralised approach to the mandatory Risk Inventory & Evaluation. This plan was presented to the Board of Trustees in November 2021.

Prevention officer network

With the occupational health and safety coordinator/central prevention officer, EUR meets legal requirements in this area. In 2020 a job profile was prepared for decentralised prevention officers who support the central prevention officer in all organisational units. In 2021 the health and safety coordinator prepared a plan to establish the prevention officer network. The plan resulted in 25 prevention officers at the various faculties and departments by December 2021.

Blended Working

The directors of HR, IT (EDIS) and RE&F set up the Operationalisation work group Blended Working in the year under review. This work group offered assistance regarding questions about returning safely to the office during the corona period and advised on home office facilities. Some results:

• Q&A Blended Working in Dutch and English on the MyEUR intranet page
• Home office (work station) facilities:
• EUR-wide policy regarding home working facilities has been established;
• A tender is initiated by the EDIS, HR and RE&F departments for the home office facilities;
• For the period during the tender process, a transition arrangement 'purchase of home working facilities' will be established.
• Transition scheme homework allowances 2021-2022.

On 7 December 2021, EUR launched a new Integrity Code on the intended conduct of employees and students. The Code of Integrity provides an overview of the key values and standards, which creates a context for further dialogue about what motivates and binds Erasmians. Precisely the open discussion and dialogue about this topic are so important. It ensures all those involved work together to ensure an inspiring working and study environment with integrity. This will prevent misconduct and wrongdoing, and expresses Erasmian values in everything that staff and students do. The code contains regulations relating to organisation, scientific and interpersonal contacts. The code of integrity is available for downloading here.

Internationalisation

The number of international staff members is growing. In 2021 we paid special attention to their wellbeing and the so-called soft landing.

Soft landing

For many international staff, Covid-19 made 2021 an extra tough year. Many could not rely on solid social networks in the area. That is precisely why EUR made a point of keeping in touch with them. A total of nineteen activities were organised throughout the year, both online and on location. Examples include visits to Kinderdijk, Royal Delft Museum and Mauritshuis in The Hague, and activities such as canoeing, climbing and bowling. The Online Dutch Conversation Sessions, where Dutch hosts in small groups give international staff the chance to practice their Dutch speaking skills, were in high demand. The travelling partners take advantage of the dual career programme, helping them find work.

To keep the complex administrative processes for international staff running smoothly, collaboration with faculties and departments was strengthened in 2021. From now on, advice will be provided at the beginning of the chain before a decision has been made. This leads to better information exchange and smoother processes. Comprehensive brochures have also been developed for new international guests. These are available to read at their convenience.

Recent years have seen a continuous upward trend in the proportion of international staff employed by EUR. From 21% in 2014, it has grown to 27% by the end of 2021. COVID-19 did not break that trend: by the end of 2021, EUR had 1,672 employees with a non-Dutch nationality.