Name, title and department:

Lars Arendt-Nielsen, professor, dr med, ph d, M Sc EE at the Department of Health Science and Technology

Why are you running for the board?

The basic idea of the Humboldt university model was compromised already many years ago, but the scientific staff should continue fighting for the autonomy and freedom of science. The general influence from academic staff on the decisions taken by the University management is under constant pressure, so strong VIP voices in the University board are crucial. Openness about the university's priorities is crucial, and the board's discussions must be qualified through dialogue with the VIP employees. It is now 10 years since I left the University board as an elected VIP representative. Before each board meeting, I invited the VIP staff to a discussion of agenda items to be maximally qualified for the board meetings. This practice needs to be reintroduced to increase the level of information and be able to present the views in a qualified manner at the board meetings.

A wide range of political processes and initiatives may further reduce the Danish university's degrees of freedom, and a previous study showed that Denmark scores bottom marks in Europe when it comes to academic freedom and rights for university employees. As a small provincial university, we need to be even more visible in the national political debate, and the board needs to set the agenda for this. This is essential if we are to settle the historical injustice in the allocation of basic funds to AAU. We must fight on the internal lines and be visible and agenda-setting in the Danish university political debate. I have extensive experience with national and international board work, policy work in research/education councils and boards, private-public partnerships, research-based innovation, evaluations of research and education strategies, advisors in connection with EU research programs, managed large European projects, and public/private cooperation in general. I will utilise those experiences in the AAU's board.

In your opinion, what is AAU's biggest challenge?

It is worrying that the recent AAU inclusion survey concludes that 1 in 5 international VIPs do not want to stay at AAU. It is also worrying to learn that the AAU well-being barometer is low in certain areas. We have a special responsibility to ensure an inclusive policy towards young employees. The continued discussion about ‘dimensioning’ is crucial for maintaining a full university, and qualifying discussions among employees must be prioritised. When the economy is compromised, priorities must be set, and priorities should also be discussed widely and openly. Throughout university systems, there is a steady increase in the number of staff belonging to the administrative level compromising the number of VIPs – who are the responsible for the core production of a university. This must be made visible and articulated. Strong employee representatives on the University's board are our opportunity to influence the University's overall policy, priorities, and future development. It must be used to its full potential in a constructive dialogue.

And what is the solution to it?

There is no quick fix for some of the challenges I have as a focus. Some of the challenges have already been initiated – these need to be followed up and evaluated. Other challenges have not yet been formulated and strategic plans should be initiated. A general problem with strategies and visions implemented at universities in general is that they are often not evaluated neither quantitatively nor qualitatively, so it can be concluded whether they have had an actual impact. Enormous resources are spent on developing visions and strategies – but follow-up is lagging. I will be the board's watchdog to ensure quantitative or qualitative follow-ups on strategic initiatives and ensure the results are widely disseminated.

Why should one vote for you in the board election?

I have more than 30 years of experience in teaching, research, research management and educational, research and university policy.  I have extensive experience with national and international board work, political work in national and international councils and boards, as well as public/private cooperation in general. Most recently, I have been president of a world organization (IASP) with branches in 94 countries and approximately 6,000 members and served on their executive board for 6 years.

I have a basic technical and scientific education and PhD, as well as a medical doctorate. I have published 1,189 peer-reviewed scientific articles (number of citations 42,692, H-index 98 (Web of Science)), completed more than 60 PhD candidates, and acted as visiting professor in Japan, Sweden, Italy, Switzerland, and the USA.

In addition, I have been involved in the establishment of 5 new study programs at AAU, involved in attracting two basic research centres to AAU, secured more than DKK 250 million in external grants to AAU over the years and secured massive exposure of AAU's research and teaching in national and international media.

I have implemented internationalisation and interdisciplinarity at all levels in the units I have built and led with approx. 50% international researchers/teachers as well as gender equality.

When I, as a representative of the academic staff, sat on AAU's board about 10 years ago, I had great influence on the board's work and priorities and ensured an optimal dialogue with and input from VIPs at AAU. This meant that arguments and suggested priorities carried weight in the board.

What are your key issues?

My priorities will address some major challenges at AAU:

• Well-being and inclusion are prioritised
• Young people's career path, working environment and talent development must be prioritised
• Major economic initiatives with a massive impact on employees' working conditions must be discussed openly
• The administrative layer and bureaucratic requirements should not continue to grow at the expense of teaching and research
• Teaching should not be further impaired by poorer hourly ‘payments’
• Ensure employee influence in connection with the restructuring and ‘dimensionering’ of Master's programmes
• World-class university environments are articulated and supported
• Novel, promising educational and research environments should be stimulated
• Stimulate and support interdisciplinary teaching and research activities
• Maximum breadth of the educational profile to ensure the broadest university profile possible
• More cohesion and dialogue between our campuses
• The national and international ambassador roles of VIP employees should be recognised
• Openness and dialogue at all levels of the university