EEMCS looking back at 2025

Student intake is stable overall, but several developments require attention:

• BIT is being more sharply positioned. The programme is refining its profile and working closely with Marketing on clearer communication, both online and during open days. Early indicators such as increased website traffic are promising.
• TCS is experiencing a decline in intake. This is not unique to UT; the trend is visible nationally. The perceived impact of AI on the labour market likely plays a role and requires collective reflection.
• EE is expected to grow, particularly in light of the Beethoven ambitions, but this growth has not yet materialised. We are monitoring this closely together with the Beethoven programme manager.

2025 stands out for the high number of completed PhD trajectories, significantly above our ambition. This reflects the strong project portfolio built up over the past five years. To strengthen PhD trajectories, several initiatives were implemented such as faculty-wide reflection on criteria for a “successful PhD”, with emphasis on quality over quantity. But also, peer consultation groups for supervisors and dialogue on supervision practices and the implementation of the new Doctoral Regulations.

As UT coordinator of the Beethoven project, EEMCS plays a central role. Within the ChipTech Talent programme, more than 50 projects are currently running, focusing on increasing intake, reducing dropout, educational innovation, strengthening labour market connections, and development of the Semicon Learning Center and Lifelong Learning. Risks include timely utilisation of funds before the end of 2026 and committing to long-term investments while subsidy decisions beyond 2026 are granted in tranches.

The composition of permanent academic staff remains stable. The 10% reduction in support staff has been achieved. This has increased workload in several areas. Process optimisation is expected to alleviate pressure where possible. Employment of teaching assistants has decreased as planned. Discussions are ongoing about adjusting curricula and assessment methods accordingly. Absenteeism remains low and stable. Well-being has received explicit attention through sessions on work-life balance, additional support for PhD students, including structured interviews, intervision groups for supervisors, leadership training, and implementation of the RI&E PSA action plan.

The financial result for 2025 is significantly better than budgeted. Main drivers include higher first money stream income, lower personnel costs (unfilled PhD/postdoc positions and reduced external hiring), lower equipment and other operational costs, and substantially higher contribution margin due to large 3rd money stream projects. Administrative discipline has improved as well. Project hour logging has increased significantly, and the use of Proactis purchase orders is approaching the 100% target. At the same time, uncertainties remain regarding sector plans, student enrolment developments, funding mix, and UT-wide change processes such as Harmonising Faculties and Focus in Support.

2025 shows that EEMCS is resilient and adaptive. Together, we have managed costs carefully while delivering strong academic and organisational results. In 2026, we will continue building on this foundation, with targeted investments, sustained attention to workload and quality, and a clear eye on emerging risks.