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Intellectual Capital Report 2017/2018

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Intellectual Capital Report 2017/2018 Intellectual Capital Report 2017/2018 Intellectual Capital Report 2017/2018 2 Foreword 6 Organization, Strategy, Targets 12 Human Capital Junior Researchers 15 18 Structural Capital Bundled Student Advisory Services 23 26 Relational Capital 36 Teaching Reflection 43 TLC – Teaching & Learning Center 44 48 Research and Development Spotlight on Research 59 62 Further Training Other Figures for the 2017/18 Academic Year 66 68 Graphic Design & Imprint Foreword Dear readers, “So much is changing” – this was the introduction to the foreword of our 2007/08 Intellectual Capital Report. Even then, we were talking about “transformation” and structural changes in society. A great deal has indeed happened in the years that have passed since then. Knowledge in all its forms comes to the fore, both as a social issue and as an economic asset. There is a greater focus on an institution tasked with imparting knowl- edge in the field of technology today than was the case ten years ago. Our environment is constantly changing. On the one hand, our educational and training pro- grams and our research work have met with a positive response; on the other hand, it has become clear in recent years that we as an organization need to adapt to new requirements. With the results of an extensive strategy process from the previous year in our pocket, we set out in the past academic year to implement transformation and structural changes within the organization as well. The main theme for 2017/18 was organizational develop- ment, which we shaped together with the stakeholders and which we are now bringing to life in the current academic year. Knowledge played an important role in this process: How can information flow between orga- nizational units in an optimum way? How can existing competencies be used together in an optimum way? 4 While organizational changes are only gradually becom- ing apparent to the outside world, the academic year was not lacking in visible events and successes: We started the autumn with a new managing director, and since spring we have a re-elected president. For the first time, a start-up business is now based at UAS Technikum Wien. The computer science dualy study program as a trend-setting new organizational form entered its first year, and some degree programs experienced a sharp increase in applicants. Our first Josef Ressel Center was successfully concluded (to be continued). Key data on all this and much more can be found on the following pages. The fact that we have decided to give the Intellectual Capital Report itself a completely new look after years of a fairly consistent appearance is a good match for the catchwords of upheaval and change. We hope that both the form and content of the Intellectual Capital Report will be the subject of much discussion. Vienna, January 2019 Gabriele Költringer, EMBA FH-Prof. DI Dr. Fritz Schmöllebeck Managing Director Rector 5 Students per faculty Industrial Engineering 1351 Life Science Engineering 734 Electronic Engineering 942 Computer Science 1153 Organization, Strategy, Targets UAS Technikum Wien offers full- UAS Technikum Wien was founded in 1994 and is time, extra-occupational, and / or Austria’s only university of applied sciences focused distance study programs. Education solely on technical subjects. Its two locations, the main site in the 20th district of Vienna and the ENERGYbase is based on sound science and in the 21st district of Vienna, offer high-quality teaching, practical experience, with a focus research, and training. As of December 2018, around on imparting technical specialist 4,400 students are studying in 12 bachelor and 18 knowledge and expertise. master’s degree programs, and the number of graduates is just over 11,000. In addition, there are several hundred participants in ongoing further training formats. UAS Technikum Wien offers full-time, extra-occupa- tional, and / or distance study programs. Education is based on sound science and practical experience, with a focus on imparting technical specialist knowledge and expertise. It also covers business principles and personal development. There are a number of specialist laborato- ries (e.g. photonics lab, simulation of smart grids, game lab, etc.) to assist practical teaching and for research purposes. The Digital Factory tests the networking of independent systems and techniques in a real industry situation using autonomous robots. Collaboration and regular contact with businesses give students and graduates of UAS Technikum Wien the very best career opportunities. A wide range of partner- ships with foreign partner universities has resulted in networks with and study visits to other renowned uni- versities. The Technikum Wien Academy also offers four short-cycle courses and three master’s courses focusing on professional training and development. 8 A wide range of partnerships with foreign partner universities has resulted in networks with and study visits to other renowned universities. New Organizational Structure The 2017/18 academic year marked an important phase in the further development of our university. At the end of the previous academic year, the “Technikum 2025” strategy process had delivered a set of important starting points to further develop UAS Technikum Wien and lead it on a successful path into the future. These starting points were taken up in 2017/18 and translated into spe- cific steps. On September 1, 2018, i.e. at the beginning of the 2018/19 academic year, a comprehensively revamped organizational structure came into force. An important chapter in the Strategizing core team’s final report dealt with the further development of the organizational structure: In order to further develop it (matrix organization, institutes, study programs, study centers) in such a way that they meet future require- ments, an organizational development project was proposed with the intention of serving the following objectives: • specialist and course-related redundancies of the institutes should be eliminated. Standardized and high-quality services, which are demanded by degree programs, should only be offered by one specialized institute. • Each institute should be given a clearly defined professional profile and a critical mass in terms of staff, curriculum and research potential. • The function, interplay and responsibilities of institutes, degree programs and study centers and other relevant bodies should be clearly defined and partnerships between institutes and degree programs improved. 9 This basically defined the catalog of requirements for Department Electronic Engineering a new organizational structure. In the course of the Fields of competence: 2017/18 academic year, a structure was jointly developed • Electronic Based Systems to meet these requirements. 13 institutes were turned • Electronics and Communication Technology into four faculties and six departments. The four special- Field of research: ist departments were each assigned to a faculty, and two • Embedded Syst. an& d Cyber-Phys.Syst interdisciplinary departments were also created: • Faculty of Computer Science Department of Industrial Engineering The Faculty of Computer Science comprises the Fields of competence: Department of Computer Science, and eight • Automation & Sensor Technology bachelor’s and master’s degree programs. • Renewable Energy Systems • Faculty of Electronic Engineering • Digital Manufacturing & Robotics The Department of Electronic Engineering and • Material Science & Production Engineering nine bachelor’s and master’s programs are as- • Modeling & Simulation of Mechanical Systems signed to the Faculty of Electronic Engineering. • Virtual Engineering, Technology and Innovation • Faculty of Industrial Engineering Engineering The Department of Industrial Engineering and Fields of research: seven bachelor’s and master’s programs are as- • Automation and Robotics signed to the Faculty of Industrial Engineering. • Renewable Energy Systems • Faculty of Life Science Engineering The Faculty of Life Science Engineering compris- Department of Life Science Engineering es the Department of Life Science Engineering as Fields of competence: well as seven bachelor’s and master’s programs. • Chemical Engineering & Biomaterials • Tissue Engineering & Ecotoxicology Overview of the six departments along with their • Integrated Healthcare fields of competence and research • Medical Devices & Health Engineering • Sports Engineering, Biomechanics & Ergonomics Department of Computer Science: Field of research: Fields of competence: • Tissue Engineering • Artificial Intelligence & Data Analytics • Digital Enterprise Department of Entrepreneurship and Communications: • Software Engineering & Devops • Social Skills • Information Security • Languages Field of research: • Economics/Law • Secure Services, eHealth & Mobility Department of Applied Mathematics & Physics • Mathematics • Physics • Scientific Work The new structures of the faculties and departments create clarity with respect to responsibilities and short decision-making channels. For this to happen, it is essential that the communication channels in the new organizational structure are adhered to. The new organi- zational chart with degree programs and departments as well as the detailed presentation of the fields of com- petence provides an overview of decision-making and communication channels. 10 At the end of the previous academic year, the “Technikum 2025” strategy process had delivered a set of important starting points to further develop UAS Technikum Wien and lead
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