Annual report 2019 by Erasmus University Rotterdam

Annual Report 2019 Erasmus University Rotterdam

Inhoudsopgave Introduction The Erasmian Way

1 Message from the Supervisory Board Message from the Supervisory Board

2 Education

8 9

Educational pro le

Proceeds Strategic educational policy

Community for Learning & Innovation

Diversity & Inclusion

Sustainability in education

Quality and Study Success

University Library

3 Research

Research pro le

Strategic Research Policy Proceeds

Collaborations

University Library Research

4 Operational management

Operational management

From USC to Professional Services

A modern and attractive employer

Diversity & Inclusion

Campus in development

Sustainable Operations

5 Finances Finances

Continuity paragraph

Basic principles of the multi-year budget

Signi cant risks and control measures

Special elements 'Transparency Note'

Report Supervisory authority

Financial Statement 2019

Consolidated balance sheet on 31 December 2019 after pro t appropriation

Consolidated statement of income and expenditure over 2019

Consolidated cash ow statement for 2019

General notes

Accounting policies for the valuation of assets and liabilities

Accounting principles for determining the result

Explanatory Note to the consolidated balance sheet

100

Rights and obligations not included in the balance sheet

106

Explanatory note to the consolidated statement of income and expenditure

107

Company balance sheet on 31 December 2019 after pro t appropriation

114

Company statement of income and expenditure over 2019

115

Company cash ow statement for 2019

116

Accounting principles for the company annual accounts

117

Explanatory note to the company balance sheet

118

Current assets

121

Rights and obligations not included in the balance sheet

126

Explanatory note to the company statement of income and expenditure

127

Standardisation of Top Income Act overview

129

Events after the balance sheet date

135

Other details

136

Appendix 1: Governance and Participation bodies Organisation chart

141

Supervisory Board

142

Executive Board

144

Participation bodies

146

Appendix 2: Laureates and prize winners Laureates and prize winners

Appendix 3: Overview of the degree programmes Initial and non-initial programmes

148 149

155 156

Appendix 4: Sta composition

158

Sta composition

159

Appendix 5: Exchange Agreements Exchange agreements

Appendix 6: Information about EUR as a legal entity Information about EUR as a legal entity

Appendix 7: List of abbreviations List of abbreviations

Imprint

140

163 164

180 181

182 183

189

Introduction

The Erasmian Way In 2019, we celebrated during our Dies natalis, that ‘our’ Professor Jan Tinbergen has won the Nobel Memorial Prize in Economic Sciences, fty years ago. A prominent society looked back at his academic achievements and his socially committed school of thought. Among them were Esther Du o, Professor and Nobel Memorial Prize in Economic Sciences laureate of 2019, and Wopke Hoekstra, Dutch minister of Finance. To Erasmus University Rotterdam (EUR), the work of Tinbergen is still relevant. Just like he did, the university aims to take responsibility in confronting complex social issues. Both locally, in the city of Rotterdam, and globally. Think about technologization of society, geopolitical shifts, migration, ethnic relations, the way the market economy works, research on inequality, the city’s future, social cohesion and collaboration within Europe. The complexity of these contemporary social issues forces us academics to converge from traditional humanities, sciences and social sciences into new interdisciplinary academic disciplines. The notion that convergence is a necessity for the social impact of EUR’s education and research is key in our Strategy 2024, that we presented during the opening of the academic year. Only in connection to others – other disciplines, social organisations, academic institutions, corporations, alumni – we are able to deliver a positive contribution to solving complex social issues. Given our statuses as world-leading academic institutions, and our common social responsibilities, intensifying the collaboration between TU Delft, Erasmus MC and EUR is a logical next step. In the past years, researchers and lecturers already collaborated in the Strategic Alliance Leiden-Delft-Erasmus (LDE) and the partnership Medical Delta (including Erasmus MC and LUMC). These collaborations can be intensi ed and increased. In 2019, we looked at how we could shape this convergence into a common research and educational strategy. Collaboration in these partnerships can be tailored to t. Sometimes, ve institutions work together, but small collaborations with two or three institutions is also possible if this speeds up the process, or increases the result. We have also sought new international collaborations. EUR became the rst Dutch university to join the European University Foundation (EUF). Aim of this network of twenty universities is speeding up the modernization of higher education in Europe. Diversity and social justice are key to this aim. We bade farewell to some of our directors, and welcomed others. Kristel Baele parted as chairwoman of the Executive Board. Professor Ansgar Richter was appointed Dean of the Rotterdam School of Management, replacing Professor Steef van de Velde. Dr. Gabriele Jacobs was appointed Dean of the Erasmus University College (EUC). She was preceeded by the current Dean ad Interim Professor Wim Hafkamp. After more than 12 years, Professor Philip Hans Franses left his position as Dean of the Erasmus School of Economics. Professor Frank van der Duijn Schouten replaced him, as Dean ad Interim. In 2019, we also continued our e orts for a more diverse, inclusive and safe working- and studying environment at our university. To stimulate that in 2025, at least 25 percent of our full professors is female, we launched ‘25/25’, a programme that enables talented female assistant professors and associate professors to take the next step in their professional career. Another example: Because it is important to us that students with a disability have the same chances to develop their talents as every other student, we signed the declaration of intent for a more inclusive higher education for students with a disability.

Even in a broader sense, the wellbeing and safety of our students has our full attention. Together with health organisations in Rotterdam, we have developed a well-being policy where students can work, both online and o ine, and both individually as in groups, on the prevention and treatment of stress-related diseases. Tinbergen’s work is characterized in many ways by the values of one of Europe’s greatest thinkers: Desiderius Erasmus. A thinker we are named after. His legacy shapes the way we think and act, as well as the way we are perceived. It shapes our common identity. Peculiar to Erasmus, were his large academic erudition, critical involvement, love of dialogue, world citizenship and his independent way of thinking. These qualities are the blueprint for who we are and who we want to be. We call it ‘The Erasmian Way.’ Hans Smits, chairman Executive Board

1 Message from the Supervisory Board

Message from the Supervisory Board In this chapter, the Supervisory Board (SB) aims to report about its duty to supervise the Executorial Board (EB) of the Erasmus University Rotterdam (EUR) in 2019.

An independent Board In the given year, the Supervisory Board was composed of members that could operate independently and critically in relation to the Executive Board, as well as in relation to each other. In 2019, there were a few changes in the composition of the Board: Prof.dr.ir. C.J. van Duijn has been appointed for a second o ce term as SB member by the Minister of Education, as of 1 August 2019. Ir.dr. H.N.J. Smits had been appointed as SB member by the Minister of Education on 1 October 2019. Due to his appointment as interim chairman of the Executorial Board, he resigned as an SB member on 30 November 2019. J.M. Bijsterveldt-Vliegenthart resigned as SB member, as her o ce term ended on 30 November 2019. Furthermore, the SB consisted of the members prof. mr. dr. J.E.J. Prins (chairman), and mr. drs. P.H.M. Visée RA. Pro le Based on the distinctive character of the university, the activities and the desired expertise, the SB has written a pro le for the board's size and composition. This pro le is a public record. For more information, visit www.eur.nl/over-de-eur > bestuur en organisatie > raad van toezicht. Please refer to Appendix I for the positions and ancillary positions of the current SB members.

Committees In report year 2019, the SB had an Audit Committee and a Quality Committee. The composition of these committees remained unchanged compared to 2018. The Audit Committee’s responsibilities are in the following areas: EUR’s nances (including but not limited to internal audit and risk management), IT policies, the other business operations and the real estate. The Quality Committee’s responsibilities are in the areas of quality of education and research (including but not limited to the way quality assurance is organised and how it functions). Audit Committee In 2019, the Audit Committee has four meetings. Discussed topics were: Financial statement 2018, Budget 2020, Risk management, Strategic real estate management, Management letter, Framework note (Erasmus Perspective 20192022), Periodic nancial reports and the consequences of the new national subsidisation of Higher Education and Research. The IT policy, the IT security and the internal auditing activities were topic of discussion. The external accountant, as appointed by the SB, reported their ndings in the Audit Committee. Quality Committee In 2019, the Quality Committee had four meetings. The topics discussed during these meetings include: the choices within the Strategic plan Creating Positive Societal Impact, the collaboration with Erasmus MC and TU Delft, the new Common Framework for the collaboration with TU Delft and Leiden University, the progress and translation into practice of the quality agreements, participating in the HOKA audit of NVAO, the EUR diversity policy, the operation of the Erasmus Research Services O ce, and the outcome of bilateral discussions with third parties.

Meetings EB-SB 9

In the meetings of the Supervisory Board and the Executional Board in 2019, the regular topics as stated below, were discussed. Besides, the SB spoke about several speci c subjects, such as the survey among sta members. Annual Report and Annual Financial Statement 2018 Het Audit Committee besprak in aanwezigheid van de accountant in mei 2019 het Jaarverslag 2018, de Jaarrekening 2018 en het bijbehorende accountantsverslag. Het Jaarverslag inclusief de Jaarrekening 2018 werd door de RvT in haar junivergadering goedgekeurd. Erasmus in Perspective and Budget 2020 In the spring of 2019, the SB discussed the policy nota Erasmus in Perspective 2020-2023 (formerly known as Framework note). This nota was the start of Budget 2019 and was approved by the Audit Committee, and subsequently discussed and approved by the SB. Real Estate The SB closely monitored Campus in Development, Phase III. These plans included the renovation of existing buildings and the new construction of a sports centre. SB also took note of the plans for renovating the faculty building of Erasmus MC. The nancing of this renovation has been succeeded by signing the programme Erasmus MC Research & Education Accomodation Development (EREAD). At the same time, a note has been discussed in the Audit Committee on risk management of EUR’s real estate projects. General IT Control (GITC) In the year 2018, a GITC audit was performed and robustness was tested. Nevertheless, the systems were found to be vulnerable in a more speci c check in 2019. Drastic measures have been taken to resist hacking attacks. Since then, the organisation of EUR’s IT department has been critically evaluated. Management and administration regulations In the reporting year, SB updated the Management and administration regulations. Standards for Remuneration Act Concerning the renumeration of the EB members, the SB conformed to the Standards for Renumeration Act. This also applied to the renumeration of the SB members themselves. Evaluation Supervisory Board In the reporting year, the SB has extensively evaluated its operations, using external expertise. The operations of the EB have also been evaluated and discussed with its members.

Miscellaneous meetings Meeting with chairs of SB Dutch universities In the reporting year, the chairs of the Supervisory Boards of the Dutch universities met twice. At one occasion, the Minister of Education was present during the meeting. The meetings’ topics included the allocation of the government funds for higher education institutions, the national Code of Good Governance and the Strategic Agenda for Higher Education. Collaboration Leiden-Delft-Erasmus (LDE) As a result of the evaluation of the collaboration projects between the universities of Rotterdam, Delft and Leiden and the public management thereof, it was decided to draft a common framework. Furthermore, the SB took knowledge of the strategic collaboration plan, as based on the evaluation. Meeting with the University Council (UC) In the reporting year, the chairperson and a member of the SB, spoke twice with a delegation of the University Council. The EB received feedback of each meeting, in part with the request to act upon certain points. Both the SB and UC have experienced these discussions as positive and constructive.

Executorial Board In the reporting year 2019, several changes in the composition of the Executorial Board were made. The EB chairwoman, drs. K.F.B. Baele, resigned on 1 December 2019, after her o ce term ended. The SB is very grateful for her contribution during her presidency, in particular for her e orts to launch a new strategic plan for the university. The SB has found its member of the Board, ir.drs. H.N.J. Smits willing to temporarily ll the vacant position of chairman of the EB, until a successor has been found. At the moment of writing, he has been appointed as Chairman EB ad interim for seven months, until 1 July 2020.

Governance and Compliance The SB acted pursuant to the Code of Good Governance Universities, as laid down in 2017. Meaning, in the annual report an elaboration is given on how this Code has been conformed to.

Contacts within EUR The SB held several informal meetings with members of the academic community. For example, on two occasions, a Dean and his Management Team spoke with the SB, discussing developments of their faculty. The EB chair also spoke with all Deans separately. In October 2019, the Strategy Days of the SB were held on the ISS Campus in The Hague. A meeting was held with the Rector of this institute as well. Apart from the formal meetings, discussions on strategic themes were held with members of the EB on several occasions. Another noteworthy event was the meeting between the SB ad the panel of The Accreditation Organisation of the Netherlands and Flanders (NVAO), concerning the visit relating to the institutional audit.

Conclusion

The SB concludes that the university has had an inspiring year, establishing a new strategic plan, developed by the academic community. Also, the directions of innovation and reinforcement of the organisation and infrastructure were continued during the reporting year. It is noteworthy that steps were made to establish a more intensive collaboration with TU Delft and Erasmus MC in the framework of a broader collaboration in Zuid-Holland. The SB notes that the EB members, each from their own position and expertise, have taken a leading and inspiring role, especially in laying down the basis for the new strategy. The EB notes that the EB closely involves the Deans and the University Council in the university’s policy. Besides, the EB delivered an important contribution in reinforcing EUR’s academic reputation. The SB is content with its interaction with the EB. The common approach in complicated les, reinforces our mutual trust. The SB would like to express its appreciation for the e orts of EUR’s sta members. It is thanks to the continuing involvement of academic and supporting sta that EUR can achieve its strategic aims and ambitions. Supervisory Board – Erasmus University Rotterdam, Prof. dr. J.E.J. Prins, chair

2 Education

Educational pro le In the educational vision of Erasmus University Rotterdam (EUR), the development from student to critical, international world citizen is key. The education at EUR stimulates students to see the bigger picture and explore di erent points of views, and to nd new solutions. Creating team players with a leading role in the development and valorisation of academic knowledge and skills for a globalised society. To achieve this, EUR o ers students and sta a demanding and challenging learning environment. Active academic learning is key therein. EUR stimulates and facilitates a community, in which academic sta shares knowledge on innovation and development of education. Sta members challenge each other to be innovative, excellent and intentional in their lectures. They are trained in didactics and prepared for the educational tasks. Lecturers take their responsibility for the development of their educational talent. The student’s learning process is key with activating, motivating and stimulating seminars. The campus functions as a meeting place, where knowledge within and between di erent disciplines is developed and exchanged. Interactive online education enriches the personal contact on the campus, and even the broader (international) community is involved in the academic debate. The student population’s diversity contributes to the development of independence, creativity, vigour and entrepreneurship. EUR stimulates all students to participate in the academic debate and to be part of the Erasmus community, bringing their own power, talent and background to the table. By giving and receiving feedback, students develop skills to value di erent points of view.

Numbers / Achievements 2019 The current initial education consists of 22 Bachelor programmes, 41 Master programmes and 10 Research Masters. These degree programmes are o ered by 7 faculties and 2 institutes. Furthermore, there are 15 post-initial, accredited Master programmes for professionals. Please refer to Appendix 3 for an overview of all programmes.

Proceeds Strategic educational policy Intake restrictions on bachelor’s degree programmes 2019-2020 Degree programme

Capacity Number of ranked candidates Enrolment on 1 October 2019*

Medicine

410

793

407

International Business Administration Criminology

600 135

983 219

511 126

*Source: BICC: New programme enrolments, 1 October student count

Financial Support Funds and Scholarships The Financial Support Fund’s plans provide nancial compensation for study delays caused by personal circumstances, grants and fee waivers. In 2019, a total of 723 students received support from EUR’s Financial Support Fund. Among these, 159 students received an individualised governance scholarship due to their membership of the University Council, a committee of education or faculty council. Apart from that, 377 students received a governance scholarship due to their position in the board of governance of a recognized student association at EUR.

Table 2.1 Financial support Source table: appendix 1 table of payments of the Pro le Fund belonging to article 4, second paragraph of the Regulations on annual educational reporting.

Description

Students in situations of force majeure (illness,

Number of Number of Total amount of Average amount Average duration applications approved approved of approved of approved applications support (in support (in support (in euros) euros) months) 38

disability, family circumstances, informal care or courses that cannot be studied) Directors of study or student 377 associations (committee grants) Individual board grants 166 (participation bodies) Social activities 5 Professional sports 3 Excellence Scholarship EEA 5 Excellence Scholarship nonniet bekend EEA Holland Schoalrship (outgoing) niet bekend Holland scholarship (incoming) niet bekend PhD students ISS 0 (grandfathered)

Quality agreements 2019 15

136.048

3.580

6.8

647.188

1.714

159

192.763

1.212

3.5

5 3 4 55

2.940 4.410 38.568 433.612

588 1.470 9.817 3.942

2 5 12

34 48 0

42.500 240.000 336.959

1.250 5.000 22.464

4 12 12

The investments in proceeds of the student loan reform, have been continued in the investment plans for the quality agreements 2019-2024. In July 2019, the University Council approved the plans combined in a Quality and Innovation calendar titled Working together on a World-class Education. The plans emphasise further investments in small scale education by employing extra tutors; better counsel of students and the development of new education, in part with online assisted learning. Three overarching themes have been named: Improving student well-being, creating impact with education, and o ering a new innovative space for experimentation with educational methods of the future. There will be extra support for the professionalisation of lecturers, for example by o ering more assistance to tutors and the hiring of Learning Innovators who actively help lecturers in creating new course content. In the The investment of the proceeds from the student loan reform have been continued in the quality agreement’s investment plans 2019-2024. In July 2019, the University Council agreed with the combined plans, composed in a Quality Assurance and Innovation calendar titled Collaborating on World-class Education. The plans emphasize further investments in small scale education, by employing extra tutors; better counselling of students, and development of new education, for example by online learning. Three overarching themes have been agreed upon: Improving student well-being, creating impact by education, and o ering an innovative space for experimentation with the educational methods of the future. The current policy encouraging professionalisation of lecturers will be extending upon, by better counselling of tutors and by employing Learning Innovators that will actively help lecturers to design new course content. In the outline of the quality agreement, it has been agreed upon that the University Council acts as a co-creator of the central themes. Audit Quality Agreements 2019-2024 In November, a NVAO panel visited EUR. The panel promised the level of ambition and the support base ofn the EUR’s vision, and gave a positive recommendation to the Ministry of Education.

Community for Learning & Innovation Community for Learning & Innovation (CLI) is a networking organisation that focuses on renewal and improvement of education. CLI connects people, and stimulates knowledge sharing and educational innovation’s facilities. Lecturers and the faculties’ Learning Innovation (LI) teams may use the Education Lab. They receive professional training and support, question-based and tailored to t to suit their own innovation projects. Besides, CLI supports students who launch projects themselves to enrich their education. CLI appoints dozens of CLI fellows every year, who ful l a pioneering role in educational innovations, and lead scienti c research into these innovations. Four themes Faculties (LI Teams, lectureres and students) may receive support at CLI in the following areas: Professional development of lecturers. By educating EUR lecturers in a simulating, inspiring way, they are not only reinforcing their educational quality and innovation, but are they also able to adjust their education to social change, new didactive perspectives from scienti c research and practice, and new technological possibilities. Educational innovation and digitalisation. CLI o ers support at redesigning education, review, multidisciplinary support, and incentives for digitalisation of education. Educational research. CLI stimulates research into educational innovations on all CLI themes. This leads to publications and input for new developments and educational policy, contributing to the quality culture. Student projects. This includes student initiatives to enrich and innovate education.

Results 2019 Lecturers’ professional development Renewing BKO PGO with a blended and activating intent Participation of 26 lecturers on the Senior Quali cation Education (SKO), aiming for discipline-speci c educational innovation. Start of new Educational Leadership Programme (LOL) with three EUR participants. The programme aims to equip educational directors with instruments to achieve discipline-overarching educational innovations. Four educational fellows who will occupy themselves with educational innovation in the following areas: Developing a Portfolio tool for future oriented soft skills Getting the bigger picture; The right perspective in medical process Educational innovations in theoretical philosophy Equipping physicians with social-medical competence Developing six new MicroLabs, i.e. short how-to modules, who continue on BKO. There is a total of eleven MicroLabs that lecturerers can attend right now. In 2019, 166 lecturers participated in a MicroLab. As a new, very appreciated activity, two MicroLabs on didactics were developed for student-assistants and tutors. Starting an online tool to help lecturers design and execute education. This exible application proposes lecturers the most suitable work form based on variables such as group size, available time and the activity’s aim. Start of the development of a learning- and quali cation programme for members of the examination board. This way, new and current members of the examination boards are prepared for execution assurance tasks in the area of academic assessment.

Supported by CLI, 21 lecturers started a training English on C1-level and 14 lecturers started a English training programme on C2-level. Educational innovation and digitalisation In 2019, distinction was made between educational innovation and digitalisation projects. Proposals for educational innovation projects were often initiated by lecturers, who wanted to redesign an educational component, with Risbo’s aid. These projects often consisted of a video component, for which the Studio was called in for help. As a diverse range of innovation projects were initiated in 2019, all faculties received support. A selection of innovation projects, initiated in 2019: Communicating Sustainability in an Intercultural Context: a course that students may choose as part of their honours programme, in conjunction with ESHCC, EUC, Nanjing Normal University in China and was made in cocreation with students. During the course, students are confronted with the ecological, social and economic impact of consumption. Development of Educational videos 'Disorders in Children' (ESSB) Pilot Goal-setting & Chatbot: aimed at developing and evaluating an intervention that aims to improve student welfare and increase resilience and academic performance of students. Sustainable Development Goals escape room: confronting students with big social challenges surrounding production and consumption, in an innovative way. Developing the educational line Philosophical Academic Skills for a neatless integration of skills transfer for bachelor’s students, such as presenting and debating. These projects consist of interdisciplinarity, educational innovation (e.g. co-creation with students) and societal impact. Thus, thet are ne examples of Strategy 2024. The digitalisation projects are often complex projects that require a lot of expertise, time and money. In conjunction with the faculties, and departing from the Masterplan Digitalisation, projects are prioritized. In 2019, a lot of digitalisation projects have been worked on, aiming: To organise and increase the use of digital exams To create learning analytics for lecturers, students, researchers and management. To stimulate the use of (open) digital learning methods To improve the feedback via FeedbackFruits, and to develop an extra functionality of ‘automated checking on writing’, aided by arti cial intelligence. To create possibilities of a thesis management system, a portfolio system and the use of practice software for maths and statistics. To explore possibilities for gami cation and virtual classroom.

MOOCs In 2019, seven new Massive Open Online Courses (MOOCS) were developed: International security management Enjoyable econometrics Regulated competition in health care Studying cities Driving business towards the SDGs Qualitative comparative analysis Business model innovation for sustainable landscape restoration For an up to date overview of all our MOOCS, please visit www.eur.nl/moocs

Educational research EUR characterizes itself as a university that not only values educational innovation, but also empirical evaluation and its e ects. Reinforcing educational research contributes to a large extent to the educational knowledge, and therefore the educational quality at EUR. In 2019, four PhD projects within the Research agenda Quality and Study were running: Education Design Matters: Ability Peer E ects at the university (successfully completed). Testing in Higher Education: Decisions on students’ performance’ (successfully completed). The e ect of Nominal = Normal on study achievements, motivation and student characteristics. How an evidence-based goal-setting intervention decreases the achievement gap in gender and ethnicity. Furthermore, there were seven active research fellows, with the following subjects: Intercultural competence relating to study success Interaction between student and curriculum E ects of the “ace yourself study app”. In uence of admission policy and BSA Decentral selection for medicine programme Primary care physicians in the spotlight E ects of learning line “the medicine of the week” Improvement of knowledge and skills of students in qualitative data analysis via blended learning Also, the development of the research database has been ongoing, to make this database suitable for educational research in the broadest sense.

Student projects tudents-for-Students (S4S) allows students to contribute to educational improvement themselves. In 2019, the criteria for S4S initiatives were broadened to include student development in areas other than purely academic. New partners in addition to the Erasmus Center for Entrepreneurship Students (ECE Students) are Enactus, Rethinking Economics and Erasmus Sustainability Hub. The cooperation with all partnerships is doing well.

The number of initiatives has also changed. Three initiatives were discontinued - Asset Management Study Association, Education in Transition and The Research Group - the Erasmus public speaking academy initiative was incorporated into LifeVersity and three initiatives were launched: Student & Leefstijl, Happy Students & Psychedelic Science Collective - Rotterdam. https://www.eur.nl/moocs

Three examples of S4S projects LifeVersity aims to help EUR students to develop soft-skills such as leadership, public speaking and communication in an equal and easy way through high-quality courses, both on-campus and online. The Happy Student Society has been created to create an environment that stimulates student well-being at EUR. Today, students strive for academic excellence, while they also experience pressure to live the perfect life in every other dimension. By o ering tools to better understand these challenges, the Society encourages every student to have a productive and successful student life. The Student & Lifestyle Foundation has been founded by and for medicine students to extend the knowledge and skills about nutrition and lifestyle in future physicians, and to implement these aspects into the medicine programme.

Core team, knowledge sharing and Education Lab The Education Lab is CLI’s central facility, with a state-of-the-art studio. In the lab, lecturers, students and support sta collaborate on projects aimed at innovation and improvement of education. The LI teams can use the facilities and services of the Education Lab, if desired. For news, events and experiences, they can refer to MyEUR. It is the CLI core team’s duty to shape the service in the Lab and the community, and to support and connect people. After its opening in November 2018, a small group soon discovered the Lab. In 2019, the Lab’s occupancy has increased with positive peaks in May and November. A year after its opening, a poll has been held among clients (fellows, lecturers, project managers and students). They have been interviewed on the processes and quality of service in the Lab. Based on the results, improvements have been arranged to further increase the use of the Lab. At the Education Lab’s opening, CLI received an inspiring gift from the Strategy Lab Future Oriented Education: a hackathon was organized where students could translate innovative ideas into projects, under the supervision of lecturers. The successful Future Education Hackathon in May 2019 resulted in three winning ideas, turned into projects under the CLI agship: 1) Coversity (Co-creation in Education), 2) EURwallet (Personal Learning Routes) and 3) Erasmus Center for Social Engagement (Real World Problems).

Diversity & Inclusion Student-Lecturer Day On 19 February 2019, the rst Student-Lecturerday was launched on Woudestein. Students, lecturers and the Diversity & Inclusion O ce jointly composed concrete actions to stimulate inclusive education. In a subsequent plenary meeting, a few actionlines were drafted, such as the Bigger-Fonts-Project for visually disabled students, and possibilities for diversifying the introduction week and the curriculum. Furthermore, workshops on topics such as intercultural communication, implicit biases, and the impact a lecturer can have on the motivation and success of a diverse students group.

Working conference Early Outreach On 25 March 2019, The Diversity & Inclusion O ce and the Rector Magni cus Professor Rutger Engels, organised a working conference on drop-outs in Rotterdam. Together with our stakeholders – the city council, teachers of primary and secondary schools, the Ministry of Education and National Programme Rotterdam-Zuid – we looked at how we could make studying at our university as accessible as possible. The working sessions’ aim was to share knowledge, reinforce networks, and as input for an approach on ‘early outreach’.

Agreement with Student Pride Nederland In the summer of 2019, EUR signed an agreement with Student Pride NL. EUR stresses the importance to jointly contribute to the realization of a safe study-, work- and living climate concerning sexual and gender diversity. This is achieved by, among others, knowledge sharing and networking possibilities with other companies and institutions, especially with (pride organisations) of universities and universities of applied sciences.

Declaration of Intent Students with Disabilities On 9 October 2019, the rector magni cus signed, on behalf of EUR, the UN Declaration of intentfor students with disabilities. This declaration of intent for Higher Education Institutions is based on UN Convention on the Rights of Persons with Disabilities, and is directed at equal opportunities, accessibility and personal autonomy for all students. In the process of signing this declaration, attention was brought to students’ experiences and the EUR team ‘studying with a disability’ was brought in the spotlights. This team aims to contribute to the accessibility of university and education, and stimulates, where needed, the availability of student resources.

Student Initiatives The Living Roomis a dedicated space on campus, created by the University Council and a collective of students from di erent student organisations who direct themselves at improving student well-being, inclusion and the wellbeing of the EUR community in general. The student initiatives that are currently involved in the Living Room are The Us Space, Happy Student Society, Erasmus School of Colour and Extraordinary Life. The Living Room organises all kinds of activities, such as a book club, o ce hours held by a student pastor, the Diversity & Inclusion O ce and ambassadors of the Happy Student Society.

The Us Space, an initiative of two students, was launched on 24 January 2019. The platform is designed to encourage freedom of speech, and is aimed at stimulating communication and tolerance on campus. This happens by monthly conversations – RealTalks – on religion, ethnicity, discrimination and cultural di erences. Within a safe environment, themes that are considered taboo are discussed. This year topics included cultural appropriation, drugs, alcohol & my circle, and the modern relationship.

Sustainability in education To take responsibility for sustainable development is one of the main pilars of Strategy2024. We want to achieve this, among others, by integrating sustainability in our educational content. In September 2019, the sustainability month at CLI, an exposition of best practices was launched in the Education Lab. Lecturers and students of di erent faculties organised that month lectures and workshops, including a case competition with the city council.

The Erasmus Sustainability Hub organised in the previous year Erasmus Sustainability Days: a recurring event, held annually, involving an increasing number of students and companies. Companies promote themselves to students, and give work-shops. In the presence of Aldermen for sustainability Arno Bonte, Erasmus Sustainability Hub held its rst birthday on the new location on the rst oor of the Mandeville Building. In the city as well, our students and sta members are actively involved with sustainability. For example, EUR became partner of the Rotterdam Climate Pact, sharing ambitions relating to sustainability with public and private actors all over the city. The initiative Climate Table Consumption has been launched by EUR students, and is headed by them. The initiative Climate Table Mobility is headed by Professor Derk Loorbach. Futhermore, the Science Hub delivered a special lustrum lecture on sustainability to 100 high school students (as you can see on the photograph). A small rst step for the integration of sustainability in education is the new Microlab Sustainable Development, developed by ESHCC in conjunction with Risbo and CLI. In this workshop, lecturers are assisted in making a plan to integrate the topic of sustainability in their course, and they are provided with the possibilities to put this plan into practice. The rst pilot has taken place, and during the course of 2020, the workshop will be made available for all EUR lecturers. To integrate sustainability in education, much more is needed than just a Microlab. Therefore, an implementation plan has been developed in 2019 by the working group Sustainability in Education at EUR. The group consists of academic sta and students (including students of the Erasmus Sustainability Hub) of all faculties, and under supervision of Professor Derk Loorbach. Besides conversations with all Deans and Programme Directors, the group organized a public session for the academic community in November, to receive input and feedback on the ndings. The Executorial Board has recently approved the nal implementation plan. As a result, the new Minor Science and Practice for Transformative Changehas been launched very quickly. The Minor will also be available for students at Leiden University and TU Delft, and will be taught for the rst time in the fall of 2020.

Finally, in 2019, a lot of e orts were made to develop the Sustainable Development Goals (SDG)-Dashboard. The EUR achievements on education, research and management are assessed on their compliance to the sustainable development goals of the United Nations. A rst study has been performed on the quantity of publications and their e ects. These analyses will be extended in the upcoming years, and will be published, so that EUR students and sta members can actively contribute to these development goals, while at the same time being transparent to the outside world on how we aim to achieve these goals.

Stakeholder session working group Sustainability in Education at EUR

Quality and Study Success LDE Education Initiatives Please refer to the Research chapter, to learn more about the collaboration Leiden-Delft-Erasmus.

Student satisfaction The National Student Survey (NSE) is an annual national satisfaction survey, held among all students at all Higher Education Institutions. In 2019, ca. 6800 EUR students (24%) participated. In general, thet are satis ed with their educational programme: the average student satisfaction rate is 4.0 on a scale of 1 to 5. On most themes, an increase in the satisfaction can be observed, compared to the previous year. EUR students score themes relating to educational content the best, such as Content, General skills and Academic skills. Themes of attention remain Preparation on professional career, Student counseling and Quality care. EUR used to receive a low score on the theme Study facilities (including suitability of student workspots). Our large investment in workspots for students has paid o , when we look at the satisfaction scores. Since 2018, the average score for Student facilities has increased to 3.5 in 2019. The average score for Quality care increased from 3.2 to 3.3. In previous students argued that information on educational quality and survey results should be improved. We have put in a lot of e ort to improve the feedback of educational surveys’ results to students and the involvement of students in improvement measures and innovation plans. Despite the fact, that further improvement is desirable, the average increase appears to con rm that EUR is on the right track concerning these themes.

Examination Boards In July 2019, the Directive Facilitation of Examination Boards has been approved. This directive is e ective as of 1 January 2020, and aims to facilitate Examination Boards (even more) in their assurance tasks. By submitting a project plan, all faculties could qualify for a budget to enable the facilitation according to their own insights. The seven submitted plans have been approved and started. In October 2020, the Examination Boards will submit an accountability report of the project. These projects are aimed at getting more insight leading to a more positive assessment of themselves. It is important that the faculties mutually exchange information on their projects’ progress. In the end of 2019, the Examination Boards have shared their projects and their (preliminary) ndings (if available) during a joint meeting. The next steps are to be taken in 2020. Core tasks Examination Boards have to determine whether a student ful lls all the requirements to be awarded a degree. The Directive contains eleven core tasks concerning the assurance of exam quality. On this basis, a checklist of assurance tasks has been made, delivering the Examination Board an elaborate insight in the core tasks and their ful llment. Also, the checklist serves as a baseline.

In 2019, ve Guidelines for Examination Boards have been released, in Dutch and in English. The guidelines outline the core tasks and explain the execution thereof. All guidelines have been centered on one or more core tasks, containing a legal framework and an explanation of the Examination Boards’ responsibilities concerning the speci c core tasks. Yhere is a speci c focus on the points of attention at EUR.

Professionalisation meetings In 2019 zijn vier professionaliseringsbijeenkomsten voor de examencommissies georganiseerd. Centraal hierbij stonden de Richtlijn, de ingediende projectvoorstellen, het jaarverslag en het jaarplan. Ook is aandacht besteed aan digitaal toetsen, fraudepreventie, richtlijnen voor examinatoren, de organisatie en procedures rondom tentamens en examens, rapportage en facilitering. Eind 2019 is een reeks nieuwe themabijeenkomsten gepland voor 2020 met thema’s die de examencommissies aandroegen. Annual Plan In the Annual Plan, Examination Boards have to clarify whether they need the means, apart from the project means, pursuant to Directive 2019, or whether they want to grow towards the amounts of the new Directive. Therefore, the format for the annual report and the desired elements of the argumentation concerning the Directive 2019 has been discussed during the professionalization meeting.

Meeting Groups Secretaries and Chairpersons Examination Board In 2019, the secretaries of the Examination Boards held a collective meeting (OSE). The same applies to the Chairpersons (OVE). Furthermore, collective meetings took place. Later, professionalisation meetings were held.

Alumni EUR has a community of more than 130,000 alumni. 25% of them are internationals. To maintain the contact with graduates and future graduates is of critical importance in EUR’s new mission “to create positive societal impact”. Therefore, alumni management is one of the high priority aims in Strategy 2024. In 2019, the plan “Connecting Our Erasmian Community – Alumni Strategy” has been launched to show our dedication and e orts regarding this vital community. Part of this plan is a signi cant investment in a central team that is fully focused on alumni involvement and o ers programmes and events that are interesting to both parties. It aims to induce a larger sense of belonging to the university and our mission among alumni. Our mission is to address the most important global societal challenges of the 21st century in our education, our research and to shape a next generation of societal engaged graduates for the labour market. Our alumni can help us in our mission. Many faculties – especially RSM, ISS and HIS – already perform well in executing the plan to increase alumni involvement. Furthermore, alumni data are stored in a central database, increasing the possibility to maintain in touch with our involved alumni. Our alumni magazine EA aims to keep informing alumni. Our engagement platform EUR Connect also contributes to our aim to reinforce connections with alumni. The EUR-wide fundraiser campaign Challenge Accepted received philanthropical contributions from many senior alumni. Starting January 2020, we implement an extensive strategy to increase the involvement of our alumni community. The rst step is to employ a team of professionals, specialised in the area of alumni involvement, that is responsible for high quality communication, events and maintenance of the database and volunteers. This team will involve our

alumni community in our programmes, supporting the strategic aims of the university.

Student Initiatives Student in the Spotlight makes students more visible during the opening of the academic year. Every year, one EUR student, or several EUR students get an opportunity to tell something about their initiative, project or activity. The chosen project has to be societal relevant, inspire and should be ambitious. In 2019, Ruud Verbraak was in the spotlight. In 2017, Verbraak started the project Kleine Grote Denkers. Out of their passion for education, philosophy and child development, it is their aim to bring philosophy into the primary schools. “I am proud to announce that we already have inspired 1,500 primary school students with our project. Teachers, parents, and especially the children increasingly express their appreciation for what we do and how we do it. I am proud of the impact we have generated with Kleine Grote Denkers, even though we just started, and we hope to reach another thousands of children in the next years.”

University Library The University Library, a Learning Center The recently renovated library o ers 900 study spots. Students enjoy being in the library, with over 25,000 people visiting weekly. The library not only serves a great place to study, but is also a place to meet each other, and to receive help with papers and theses. The library has an extensive o er of courses in scholarly communication skills: varying from the search of academic sources, academic referencing, and handling nancial datasets.

Digitale course packs The library o ers a service for composing digital readers (course packs). Lecturers can easuly compose their required literature lists via Canvas, and manage it via the repository. The library checks whether fees need to paid for copyrights, and arranges this with collective management organisations. In 2019, all faculties have implemented these services in their education. Nationally, all universities have decided to adopt this EUR tool as a national standard. Learn more about the University Library in the chapter Research.

3 Research

Research pro le The scienti c research at Erasmus University Rotterdam (EUR) is of high quality, anchored in (inter)national research networks and has a strong societal orientation. Sources of inspiration in the quest for solutions to global issues, are cosmopolitical Rotterdam, the harbour and region. In 2019, we have made big steps towards regional collaboration.

An ambitious year 2019 was an ambitious year for education at EUR. New lines of research strategy and research collaborations were started, and the launch of the Leiden-Delft-Erasmus strategy 2020-2025 meant a boost for the three universities' collaboration. The main aim is to contribute jointly to the great societal issues. The three universities’ may collaborate internationally and multidisciplinary on regional, national and global challenges due to their great scienti c quality, the enormous bandwidth of the complementary portfolios and their location in their proximity. During the opening of the academic year, Strategy2024 was presented. During the presentation, ambitions and aims for the positive societal impact of EUR research were emphasised. An example is the announced fourth Erasmus Initiative, directed at the social consequences of arti cial intelligence. In 2019, the other three Erasmus Initiatives have built their internal and external networks to increase their research’s impact. In the research at the faculties, research ourished and was awarded with prizes and scholarship, including seven Veni awards, six Vidi awards and two Vici awards. In April 2019, it was announced that Delft University of Technology, Erasmus MC and Erasmus University will collaborate more closely. With this move, the societal and academic necessity of interdisciplinary collaboration between medicine, technology and social sciences is emphasized. The structural reinforcement of collaboration o ers an enormous chance to pro le our region more clearly, both nationally and internationally. In 2019, on both managerial and scienti c level, a lot of e ort was made to create a common research and educational strategy, and translate this strategy into practice.

Erasmus Initiatives The connection and interaction between science and society, between theory and practice is in our DNA. Erasmus Initiatives bundle the powers of science that matters in three research lines: Dynamics of Inclusive Prosperity, Smarter Choices for Better Health en Vital Cities & Citizens. Dynamics of Inclusive Prosperity (DoIP) DoIP is a collaboration between the faculties ESL, RSM and ESPhil. It is investigated how people can pro t from increasing prosperity, while at the same time, limiting the negative e ects. Activities are organized around three focus areas: inclusive cities, sustainability and inclusive ecology, and inclusive nancial systems. In 2019, DoIP organized eight events, mostly together with external partners. The events brought the group of core researchers – seven academic sta members and ten PhD students with their promotors – who formed the start of the development into a community of involved academics whose work is related to the activities of DoIP. To stimulate the work of Inclusive Prosperity faculty broad, DoIP continues its usual habit to assign small grants (up to 10,000 euros) to initiatives of researchers. Also, connections were made with external partners within the Netherlands ana abroad. For example, a collaboration agreement was signed with the China Academy of Urban Planning & Design, and conversations were held with several cities in the Netherlands to elaborate on opportunities for long-term collaboration.

Smarter Choices for Better Health (SCBH) SCBH has been started as a collaboration of the faculties ESHMP, ESE and Erasmus MC. Along four Action Lines, research is conducted on prevention, cost control and e ect measurement of healthcare and health inequality. As the result of an open call in 2019, SCBH has broadened its scope in 2019 by starting ve new PhD projects within the Action Lines. Two of these projects are ESSB’s and ESPhil’s, increasing the number of facilties actively involved with SCBH. The fourteen PhD students and three Postdocs within the initiative have built their own network to reinforce their mutual relationships – being divided among ve di erent faculties and two campuses. Researchers tied to SCBH remained successful in receiving grants and prizes. The most noteworthy is Dr. Carlos Riumallo Herl. Afer receiving an EU grant in 2018, he received a Marie Curie Fellowship in 2019 and, during the opening of the academic year in August, the EUR Research Prize. Vital Cities and Citizens (VCC) VCC is a collaboration between the faculties ESSB, ESHCC and ISS and directs itself on the contribution of life quality in urban environments. Within VCC, four themes have been created: Resilient cities and citizens, Inclusive cities, Smart cities and citizens, Sustainable and righteous cities. In 2019, seven group levels on medior/senior level were appointed, to balance the number of junior researchers (eighteen PhD students and seven Postdocs). This reinforced the further cohesion of the programme. VCC connects interdisciplinary academic research with societal impact. There is a large connection with the city of Rotterdam, and directs itself on the development of a common knowledge agenda and the areas of sustainability, inclusivity and social, cultural an economic inequality. VCC collaborates with so-called ‘knowledge hotspots’- such as ‘livable districts’, ‘smart cities’ and ‘healthy cities’ – where the city of Rotterdam and EUR (ESSB/VCC) closely cooperate. In 2019, VCC opened the doors for external stakeholders and it is the intention to do this much more in 2020. The leading Dean Professor Victor Bekkers signed a collaboration agreement between knowledge institutions and public and private actors that are partners of VVC in the Green Deal Aquathermia.

Academic Integrity EUR-roadmap For EUR, it is of great importance that the principles of a professional and conscientious academic practice, as well as the norms and frameworks for good scienti c practice are stated clearly, and well taught, known and applied. The responsibility for the reinforcement of these principles is carried by all persons involved in the education and research. Besides this individual responsibility, the revised Netherlands Code of Conduct for Research Integrity (2018) emphasises the university’s role in stimulating professional and ethical scienti c practice. As described in this code of conduct, he ve duties of care for the university relate to (1) training & supervision, (2) research culture, (3) data management, (4) publication & spread, (5) ethical standardisation and procedures. In 2018, EUR has translated these duties of care into an implementation plan: the EUR Roadmap academic integrity. Baseline In 2019, a lot of progress has been made concerning the implementation of the duties of care. For example, a monitoring tool has been developed to keep track of the developments within the research culture and the extent to which EUR ful lls the duties of care. In late 2019, a rst corporate survey was spread among all faculties’ sta

members to map the ways in which academic integrity is embedded within the faculties: Is it a topic of discussion, are the sta members familiar with the code of conduct? This survey’s results were regarded as a baseline, and included in the Audit agenda. Also, the result serves as a basis for the implementation plan ‘evidence-based policy’, containing policy interventions. The aim of all this, is to achieve an even better research culture. Dilemma Game as App The Dilemma Game is one of the ways EUR pays structural attention to academic integrity. The game consists 75 dilemmas of integrity and invites reserarchers to discuss these dilemmas in small groups. As the game is a very succesful method to discuss this sensitive topic – both within EUR and in a broader inter/national context – a smartphone app adaptation of the board game has been made. This way, new dilemmas and features, such as individual use, can be added easily. This innovation allows EUR to be even more active in its contribution to an open, safe and inclusive research culture, discussing dilemmas surrounding integrity in the coming years. Con dential Counsellor, Commission and Coordinators Apart from the introduction of new measures in 2019, a lot of e orts have been made that year to reinforce and improve the existing facilities for academic integrity. EUR sta members can speak with the con dential counsellors Academic Integrity, if they have questions about academic integrity, suspicions of breach of integrity and abuses. Besides, everyone has the right to le a complaint with the Commission Academic Integrity. Also, every faculty has a Coordinator Academic Integrity, whose responsibilities include putting the topic in the spotlight, coordinating events and activities that contribute to this, and refering to relevant coordinators and con dential counsellors. With the purpose to create an unambiguously and transparent overview of relevant information in 2019, all information facilities for academic integrity have been reviewed.

Research Pro le Research Quality The achievements of EUR research groups in the areas of research quality, impact and viability are monitored and improved in external evaluations based on the Standard Evaluation Pro le (every six years), and in interim assessments by EUR. The progress of the implementation of research strategies that were built upon earlier external evaluations were assessed by means of an interim evaluation, and quali ed as su cient.

Strategic Research Policy Proceeds Erasmus Research Services (ERS) EUR’s mission is to create positive societal impact and the strong ambitions striving for excellent research demands a professional service that supports researchers. Therefore, the Executive Board has decided to structurally anchor the ERS programme within the organisation: Since 1 January 2020, ERS is o cially launched as a new service under Professional Services. The external developments as well, demand a permanent service for the support of researchers. This support relates to topics such as the increasing demand of revenue from Horizon Europe, NOW and contract research: the care duties of universities surrounding research data management and ethical review: open science; and the new view on recognition and validation of researchers. Stemming from this, the research landscape is at the onset of a cultural change in its way to perform and value research. In conjunction with the faculties and other services, ERS o ers high quality research services with an appreciation for the unique character of every research project, to every researcher. ERS supports researchers – before and during their research project – from di erent areas of expertise, subsidy support, legal support, research data management, open science, ethics and research intelligence. In the coming years, ERS works on its service portfolio, and agreements are to be made with the faculties on the services they need. ERS represents research in centrally organised processes at EUR, and aims to bring external networks together, creating an overview of all of EUR’s research activities.

PhDs and bursaries In 2019, 366 PhD defenses took place. This is a small increase, compared to the average of the last ve years (358 between 2014 and 2018). Especially remarkable were the increase of the number of PhDs at ESHCC (from 6 to 11), ISS (from 12 to 20) and RSM (from 14 to 26). 12 women and 10 men were awarded their PhDs with distinction.

Table 3.1 PhD Defenses with Distinction and without Distinction Faculty

M with Distinction without Distinction ESE 13 ESHPM 2 ESHCC 1 4 ESL 13 ESPhyl 3 ESSB 10 Erasmus MC* 8 85 ISS 1 7 RSM 19 TOTAAL 10 156 * Incl. the joint initiative with VU

Developments at the Faculty Level

F with Distinction without Distinction 4 7 6 9 1 3 15 7 129 2 10 7 12 188

Total 17 9 11 22 4 28 229 20 26 366

Every faculty is asked to name a few highlights in the area of academic research and its societal impact. These wonderful examples show that EUR is a groundbreaking university, in uencing society.

Erasmus School of Economics (ESE) PhD and job market In 2019, seventeen PhD defences were held, and fteen new PhD students started. There were a number of successes. For example, Esmee Zwiers was positioned at the Center for Health and Wellbeing at Princeton University as Postdoctoral Research Associate, and PhD alumna Caroline received the AoM Dissertation Award 2019. Besides, in 2019, ESE hosted the Europan Job Market, involving more than 1900 candidates and recruiters from across European academia. The job interviews were held at the Woudestein Campus, where Professor Thomas Piketty held a well-visited guest lecture on economic inequality and its causes, relating to his new book Capital and Ideology. Quality Care The midterm review research has been completed in January 2019. The commission was positive on the research quality at ESE and the enthusiasm of the sta members at ESE. The commission therefore advised to elaborate on di erentiation in the career policy. Health and economics The world-leading health economist Professor John Cawley (Cornell University, USA) is connected to the Erasmus Initiative Smarter Choices for Better Health. His research, in collaboration with among others Professor Hans van Kippersluis, is directed at prevention in relation to obesity and smoking. Professor Cawley visits EUR twice every year for a few weeks. The rest of the year, he is involved at the EUR research while staying in the USA. As part of the same Erasmus Initiative, ESE researchers visited the well-attended annual meeting in 2019. Within EUR, a signi cant number of researchers works within the intersection of health and economics, in which there is always a connecting role for ESE. Sustainable development goals At the end of 2018, twelve ESE projects were initiated, that were speci cally directed on Sustainable Development Goals (SDGs). During an interactive workshop in September 2019, the involved researchers were enthusiastically informed about each other projects. Among the attendees was former Prime Minister Professor Jan Peter Balkenende, who emphasised the international relevance of the SDGs. Although many SDGs are strongly focused on concrete progress, with among others a civil technological character, economists can deliver an important contribution towards the debate on better education, clean water, sustainable transportation and diversity. KidsRights Every year, ESE contributes to KidsRights Index. Besides, our academics, with their methodological research, have contributed to a newly started initiative of the KidsRights Foundation: A preferendum among youth on Climate Change that was on top of the agenda of the UN-top in September. From this preferendum, it stems that 91 percent of the more than 10,000 consulted youth see climate change as a huge issue that demands for quick action.

Erasmus School of Law (ESL) New member of The Royal Netherlands Academy of Arts and Sciences On 16 September, the The Royal Netherlands Academy of Arts and Sciences (KNAW) has installed Professor Xandra Kramer (1971) as a new member. She pioneers in research on civil procedural law in cross-border disputes (see information below) and is involved in the development of a European legal system that is accessible for all (Building 34

EU Civil Justice). Xandra Kramer is professor of private law at Erasmus School of Law, and part-time professor of international private law at Utrecht University. She advises among others the European Parliament, the European Commission, the Ministry of Justice and Security and the The Council for the Judiciary. Furthermore, she is a deputy judge at the Rotterdam Court of Law. Informed choices in cross-border enforcement (IC2BE) In December 2019, Professor Xandra Kramer and Dr. Elena Alina Onţanu completed a study in which they assessed whether existing European regulations of the ‘second generation’ warrant an e ective enforcement of allocated damages in cross-border disputes, or whether the EU needs a more coherent legal framework. The research was nanced by the European Union via the programme Civil Law 2014-2020, and was part of the IC2BE project, in which seven European universities and institutes participated. The ndings of the project partners have been added to an open access database on national and European jurisprudence (www.uantwerpen.be/en/projects/ic2be/). Every partner organized a number of workshops to share national ndings with the stakeholders. In a closing conference, the researchers discussed the main results of the project with legal practitioners from di erent member states, national and European policy makers and academics within the eld. Illicit Drugs in the Rotterdam Harbour Commissioned by the City of Rotterdam, Rotterdam Police, the Public Prosecutor’s O ce and Customs, the research project ‘Drug crimes’ was performed in the Rotterdam harbour between January 2018 and April 2019. Based on 73 interviews, an analysis of 10 case les, and observations from within the harbor, enabled the research team (Professor Richard Staring, Dr. Robby Roks, Dr. Lieselot Bisschop, Professor Henk van de Bunt and Elisabeth Brein MSc) to map the societal organization and management of illicit drug smuggle in the Rotterdam harbour. In particular, they looked at the vulnerabilities for drug smuggle in the logistic process. The research resulted in a book, a published lay summary and an article in the journal Justitiële Verkenningen. The research team organised a CIROC conference to discuss the results, on 12 September 2019. The project received a lot of media attention, leading to many invites of the research team by companies in the Rotterdam harbour, for a discussion of their results.

Erasmus School of History, Culture and Communication (ESHCC) Social consequences of catastrophes Given the current concern on infectional diseases, it is absolutely necessary that we obtain an overview of the societal consequences of large scale epidemics. The NOW Vidi project Positively Shocking! The Redistributive Impact of Mass Mortality through Epidemic Diseases and Violent Con ict in Early Modern Northwest Europe (20192024) of Dr. Daniel R. Curtis investigates how violent con ict and epidemic diseases have a long-term impact on the wealth distribution of the a ected societies. In the past, it is found that speci c social groups were more than other groups able to react to the challenges, enabling them to use the dangers to their bene t. Racial stereotypes in soccer journalism Dr. Jacco van Sterkenburg investigates the role of ethnicity and skin colour in the production process of soccer journalism and its translation into media content and audience experience. This study takes place in four countries, and o ers new insights in soccer as a catalysator of discourse surrounding ethnicity and skin colour. Worlds of Imagination

The large-scale ERC research project Worlds of Imagination is directed at lm tourism and the increasing recruitment of the lm and tourism industries.W ithin this project, several workshops have been organized in 2019, aiming to bring professionals and lm and tourism scientists together, working towards more sustainable forms of lm tourisms in the long term. For example, Débora Póvoa Ribeiro organised a seminar during the international lm festival in Alter do Chão (Brazil) and researcher Apoorva Nanjagud organized two local workshops in Mumbai (India), the lm center of Bollywood.

Erasmus School of Social and Behavioural Sciences (ESSB) Assessment Innovative Abilitiy In 2019, Hanneke Gieske defended her PhD dissertation on the innovative ability of the Water Authorities. Among others, she found that if water authorities continue with optimisation for too long (and thus, not innovating), this contributes to a decrease of performance. Furthermore, she rebuilt her survey method with focus groups to a tool that is now used at several public organisations, such as the Directorate-General for Public Works and Water Management, to asses and reinforce their innovative ability. The application of this tool leads to new data that can be used for research. A better understanding of anxiety disorders Since anxiety disorders are prevalent among fteen percent of the population, there is an urgent need for a better understanding of these disorders and better treatment options. In collaboration with the researchers of the University of Würzburg (Germany), Professor Matthias Wieser and Dr. Marta Andreatta investigated how individuals with a low respectively high anxiety level processed threatening information in both more as less predictable contexts. By using EEG to measure brain activity, they found that individuals with a high level of anxiety processed unpredictable threatening information in another way, compared with individuals with a low level of anxiety. Their ndings were published in Scienti c Reports.

Erasmus School of Philosophy (ESPHil) In 2019, the faculty received several research grants. We have chosen to highlight the three grants below. Professor Han van Rulen received an NWO Open Competition-SGW grant. This grant, to the value of 750,000 euros at most, stimulates excellent independent and curiosity-driven research within the social sciences and humanities. In this research, Van Ruler collaborates with Dr. Erik-Jan Bos, historian of the early modern philosophy and the 17th century republic at the Faculty of Letters at Radboud Universiteit Nijmegen and the Erasmus School of Philosophy. He is an expert on the French philosopher and scientist René Descartes and his contemporaries. In a research project, that is partly connected to the research of Professor Van Ruler, Dr. Paolo Rossini (SNS Pisa, Italy) received a grant of 176,000 euros from the Marie Sklodowska Curie Individual Fellowship (MSCA IF) of the European Commission’s Horizon 2020 Programme. The MSCA IF Grant aims to enable experienced researchers to work abroad, expand their network and built their academic resume. Associate Professor Constanze Binder, co-director of the Erasmus Instatute for Philosophy and Economics (EIPE) and program director of the Research Master’s degree programme Philosophy and Economics, received an EUR grant of 150,000 euros and an NOW Aspasia grant of 150,000 euros. NWO Aspasia confers grants aiming to help female academics ahead in their path towards becoming associate professor or full professor.

Erasmus MC Immunosuppressive e ects of Measles infection Measles is a very infectous disease, caused by the measles virus. Vaccination with the mumps-measles-rumbella vaccin has had a predominant role in reducing the morbidity and death among children. Rik Swart (Department of Virology) discovered, together with a team of international researchers, that the measles virus damages the cells of a speci c area of the immune system that creates antibodies against other pathogens. As a result, children who have had measles – until years after their measles infection – su er from more infections than children who did not have measles. Given the record number of measles infections, it is advised – based on this study – to keep better track of patients who have recently had a measles infection, to expand the measles vaccination campaign, an to expand herd immunity for di erent kinds of pathogens in countries with recent outbreaks of the measles. Medicine for rare thyroid disease Erasmus MC researchers have, headed by Edward Visser (Department of Internal Medicine) developed a medicine against a rare thyroid disease: the Allan-Herndon-Dudley syndrome (AHDS). This disease is caused by a genetic defect of the thyroid hormone transporter MCT8. As a result of this, the thyroid hormones have no access to the nerve system, that depends on signals from the thyroid to function well and develop. There is no established treatment for AHDS. In an international multicenter clinical trial among patients with MCT8 de ciency, started at the initiative of researchers, a medicine named Triac has resulted in e ective improvement of among others body weight, heart beat and heart rhythm, blood pressure and biochemical markers of thyroid hormone activity in several tissues. The medicine is currently being registered, and will possibly be available to patients next year.

Rotterdam School of Management (RSM) Erasmus Center for Data Analytics (ECDA) In 2019, the Erasmus Center for Data Analytics (ECDA) has been formally launched. ECDA is one of RSM’s leading research centers and combines researchers from almost every department at RSM. ECDA has a completely open architecture, enabling even researchers from EMC, ESL, ESSB and ESPhil to participate as academic directors. One of the spearheads is research into the further incorporation of arti cial intelligence and blockchain in the nancial system. EDCA researcher Dr. Dion Bongaerts, Associate Professor of Finance at RSM, collaborates with researchers of among others TU Delft, to identify new ways to create trust in the Internet economy. The consortium of collaborating researchers received a subsidy of 3,3 millions of euros of among others NOW for a daring experiment: launching a user community of 50,000 Internet users, to determine whether blockchain and similar technologies can form a source of trust in relatively loose online communities. Humanitarian logistics In 2019, RSM consolidated her position as one of the leading schools worldwide in the area of fundamental and applied research into transport and logistics. An important new development is de emerging eld of humanitarian logistics. Researchers in this eld, re ect on the storage and delivery of relief supplies around a crisis, such as the current COVID-19 pandemic or natural disasters, but also the movements of patients and healthcare professionals as well. RSM has reinforced itself with several researchers in this area. For instance, Dr. Harwin de Vries studies the optimal location of clinics along roads in southern Africa, to prevent the spread of infectional diseases by truck

drivers. Furthermore, in 2019, Dr. Pieter van den Berg received a Veni grant for his research in humanitarian logistics, studying among others choices of locations for trauma helicopters, ambulance posts, and posts of re ghters, to nd a optimal balance between coverage of the population and response time.

International Institute of Social Studies (ISS) When disaster and con ict meet Of the 400 natural disasters taking place annually, more than 30 percent take place in countries in con ict situations. With the ve-year project When disaster and con ict meet, Professor Dorothea Hilhorst and her research team investigate the connection between disaster and con ict. An undiscovered, yet important research area. It is analysed how the government, non-government and humanitarian actors react to disasters in several con ict situations. The research project aims to understand how politisation of reactions on disasters a ect the legitimacy, power and relations between government actors. The case studies of South Sudan, Afghanistan, Sierra Leone, Nepal, Haiti, Ethopia, Myanmar, Zimbabwe, Yemen and Colombia serve as a basis. Currently, a number of publications, policy brie ngs, international consultations and collaborations, opinion pieces and blog posts have been released, and a MOOC training has been developed. The project is nanced as part of the NWO’s Vici programme. Sexual and reproductive health and rights in Uganda Since 2016, Dr. Auma Okwany coordinates a large-scale project aimed at studying and improving the quality of services in the area of sexual and reproductive health and rights in Uganda. The project nances six PhD students and eight Master’s degree students in Uganda, and has ordered ten policy relevant studies. The study’s results do not only serve as a basis for lobbying and the translation to policy and practice, but also for an accredited educationand training programme of both students and professionals. In late 2019, more than 360 professionals had been trained and in October, the Centre of Excellence for Sexual and Reproductive Health and Rights (SRHR) was o cially opened at the Makerere School of Public Health. Currently, eighty subnational leaders are educated to SRHR in uencers. The project is nanced by the Netherlands Initiative for Capacity Development in Higher Education (NICHE) programme of Nu c, and runs until November 2020. Water and health innovations in Africa The question how you make products, services and system innovations in Africa available to a large group of consumers with a minimal income was key in the project Frugal Innovation and Responsible Innovation in Africa. For Dutch companies, ISS investigated between 2014 and 2020 new approaches in the area of design and company models that should improve water and health innovations in Africa. This occurred both on economical as well as social-ethical perspective to combine pro tability and societal value for the local population. An important outcome was that a substantial impact can be acquired especially with system innovation, and not solely with product innovation. This project involved a unique collaboration between African enterpreneurs and three Dutch companies in the top of the water- and health sectors: Royal Philips and the water companies Oasen and Hatenboer. The project was nanced by three companies and the Programme Socially Responsible Innovation (MVI) of NOW, and was executed within the framework of the Leiden-Delft-Erasmus Centre for Frugal Innovation in Africa (CFIA).

Erasmus School of Health Policy & Management (ESHPM)

The pedagogics of regulation With its ethnographic study The Pedagogics of Regulation: Strategies and Instruments to Assist Learning from Disadvantageous Events, a ESHPM research group has contributed to the knowledge gap surrounding the execution of the work of regulators, as well as the multifaceted nature of an educational enforcement approach. The study was speci cally directed at the functioning of the Health and Youth Care Inspectorate, and the use of monitor systems, enabling Dutch hospitals to learn from serious damaging situations within healthcare institutions.

Collaborations

Alliantie Leiden-Delft-Erasmus Multi-year plan and budget LDE centres 2019-2024 On 4 February 2019, the LDE governing board has set the multi-year plans and budgets of the ve LDE centres for the period 2019-2024. As a result, the Centre for Education and Learning, the Centre for Frugal Innovation in Africa, het Centre for Sustainability, the Centre for Global Heritage and Development, and the Centre for BOLD Cities can enter a new phase for further inter-university collaboration on the respective societal themes. Even the Centre for Governance of Migration & Diversity received green light and will start early 2020. The multi-year plans have been discussed extensively by the representatives from the LDE governing board, the academic directors of the centers and the deans of the faculties involved. It is desirable that more deans will become a member of the centre steering groups, to strengthen faculty involvement. LDE’s contribution, as set in the multi-year budget, will be reduced in the plan phase. The centres are supposed to acquire su cient external funds to operate independently without nancing from LDE. The progress of the multi-year plan will be evaluated in 2021. Strategy LDE Alliance 2019-2024 con rmed On 17 June, the steering group of the LDE Alliance has set the strategy for 2019-2024. Prior to this, the participation councils and the Supervisory Boards of the universities involved have been consulted. The set strategy’s pro ling themes serve as a basis to improve our ambitions to contribute to di erent societal and economic agendas of regional and local shareholders. The pro ling themes are: Sustainable Society, Inclusive Society, Healthy Society and Digital Society. Within these themes, ve existing LDE centres are active, acting upon our ambitions in the area of education, research and innovation. These are the Centre for Education and Learning, the Centre for Frugal Innovation in Africa, the Centre for Sustainability, the Centre for Global Heritage and Development, and the Centre for BOLD Cities. Following the con rmation of the strategy, the steering group has also passed two proposals for the LDE Centre on Governance of Migration & Diversity respectively the LDE research programme Port Cities & Regions Futures. A number of di erent proposals in the area of Safety & Security (Cybersecurity especiallt) and Space for Science and Society will be sharpened and elaborated on, at the request of the steering group, before a decision will be made on the eventual adjustment within the LDE collaboration consortium. In the strategy, the course for the expansion of the collaboration relating to education. The coming years, e orts will be made to improve the educational portfolio’s accessibility for students of the three universities, and new educational initiatives will be made, tting the pro ling themes. Besides, the innovation of the online and blended learning, and the collaboration on the educational centres relating to teachers’ professionalisation are important points within the educational development. Extended Communication Campaign During the fall, a broad communication campaign took place, following the new strategy of the LDE Alliance. An extended social media campagne has been set up, and an interview has taken place for ScienceGuide with three Board chairpersons: Kristel Baele (EUR), Carel Stolker (Universiteit Leiden) and Tim van der Hagen

(TU Delft). The common collaboration was a key theme in this interview. Also, a corporate magazine has been released that is dedicated on the societal and scienti c impact, based on the new themes from the strategy: Digital society, Healthy Society, Sustainable Society and Inclusive Society. Apart from the public communication, several conversations have been held between Board chairpersons as the LDE boards’ representatives with the mayor and advisors of Rotterdam, The Hague, Leiden and Delft respectively. Besides, they have spoken with the Province Zuid-Holland, Economic Board Zuid-Holland and Innovation Quarter. Key to these conversations was the alliance’s new strategy and the regional and local themes, exploring the common interests. These conversations have lead to further process agreements. Transfer of LDE Presidency from EUR to TU Delft As of 1 November 2019, Tim van Hagen is the chair of the strategic alliance Leiden-Delft-Erasmus. The presidency is a rotating presidency. Van der Hagen takes over the presidency from Kristel Baele, Chair of the Board at EUR. Van der Hagen employs four anchor points for the collaboration: Quality, Diversity, Complementarity and Proximity. The societal themes for the coming years will be approached as clusters, and are part of the con rmed strategy plan of 17 June, valid for the years 2019-2024. This includes Digital Society, Healthy Society, Sustainable Society and Inclusive Society. These themes will be further elaborated upon in agreement with the researchers involved. The is to not only develop common research, but even common education, as is already the case with the successful LDE minors. Wim van den Doel appointed as strategy alliance’s gurehead The Executorial Boards of Leiden University, TU Delft and EUR have decided to appoint former NWO director and former Dean of Humanities Professor Wim van den Doel, as LDE alliance’s gurehead as of 1 February 2020. It concerns an appointment for the duration of four years, during which Van den Doel will translate the new strategy in a concrete programme. With his background, the LDE steering group considers him to be the right person to direct the collaboration consortium in Zuid-Holland to its next phase.

Collaboration with the City of Rotterdam Generating Positive Societal Impact is one of the pilars within the EUR strategy. This happens frequently in collaboration with other societal partners from the public and private sector. An example is the since 2010 existing collaboration with the City of Rotterdam. Another form of societal impact is EUR academic’s participation in the public debate and joing the activities concerning science communication. Examples of knowledge sharing where inhabitants of Rotterdam and professionals can gain new insights useful in daily life, are the annual Rotterdam Lecture on a current issue in the city (in 2019, on obesity), the monthly academic talkshow in the Rotterdam Theatre and the Academic Café organized by Erasmus MC. www.rotterdamlezing.nl | www.studioerasmus.nl | www.wetenschapscafe.nl The City of Rotterdam continuously approaches EUR for large scale studies. For instance, Mayor Aboutaleb commissioned a large scale research into crimes related to narcotics in the Rotterdam harbor at ESL.

During the opening of the academic year, Mayor Aboutaleb awarded the seventh Rotterdam thesis Prize 2019 to public management alumna Myrthe van Delden for her thesis on the approach on undermining criminality in Rotterdam-Zuid. Extended collaboration In 2019 as well, new collaboration initiatives have been created with the City of Rotterdam. For instance, at the initiative of full professors at ESSB, a strategic collaboration project with a focus on knowledge development and sharing in the area of Governance of Transitions (GOVLAB010) was launched. Furthermore, the Knowledge Workshop Organisation of the Smart City has been created. EUR has become a partner in the Rotterdam CityLab010 programme. Here, the expertise of researchers and students is connected to citizen’s initiatives that have been arranged in CityLab010. As a result, researchers and students deliver a contribution towards the translation of these initiatives into practice. City Deal Knowledge Creation Rotterdam The programme City Deal Knowledge Making is developed by the Ministry of Education under the national programme Agenda City. The project team City Deal Knowledge Creation Rotterdam consists of representatives of the City of Rotterdam and the Rotterdam higher education institutions. Collectively, a digital map of initiatives has been developed. This way, educational initiatives of the several knowledge institutions connected to the city of Rotterdam are made visible. During the project, it appeared that, as a result of the amount of initiatives and their great diversity, a lot of time was needed to come to a workable map. Therefore, a survey has been designed, resulting in data needed for the creation of this Rotterdam initiatives card. The entered data shall be analysed, to see whether there is such a thing as a Rotterdam approach. The map is also intented to support lecturers and researchers in exploring new collaboration opportunities. Even though the project is in its nal stage, it remains the intention to ll the map with initiatives of Rotterdam higher education institutions.

University Library Research Open access In 2019, further progress has been made in open access publications within EUR: more than half of the articles is made available in open access format. These articles are frequently accessed: the repository counted 1.5 million downloads in the last year. The University Library has the Erasmus Open Access Fund to support academics who cannot nance the publication fees for open access from their research budget. In the previous year, this fund was not fully utilised. Nationally, several licenses were made, enabling academics to publish open access at no additional cost.

4 Operational management

Operational management Our people are the key to success in research, education and societal involvement. Our people – with their talent, passion and motivation – make the di erence in a top-grade environment. We can only ful ll the Erasmus Mission, if we are able to keep our talented and enthousiastic sta members. This requires a professional service and operational management, and an attractive working environment.

Strategy During the opening of the academic year in September 2019, we have proudly presented our new strategy: Strategy2024 Creating Positive Societal Impact. With our mission, we shape the transition toward the values we, Erasmus University Rotterdam, stand for. This way, we take our responsibility for the complex societal challenges we face as a society today. Our education enables students to become gamechangers: to initiate change in their own play eld, with societal responsibility. Our curiosity-driven research is increasingly interdisciplinary and builds upon excellent research in the separate academic disciplines. Creating added value and societal relevance demands openness and responsibility. With Strategy2024, we shape a future in which we can truly realise positive societal impact. It describes how we realise these ambitions in our own unique way, i.e. the Erasmian Way. We won’t only further shape our Erasmian Values. Rather, we will also build upon the experience and methods arisen from the strategy design process: interdisciplinarity, inclusivity, from the inside out and together with the community in a co-creative way.

Examples of projects in 2019 EUR is – and will always be – an active university. Therefore, we haven’t waited until the o cial start of the strategic timeframe in September 2019. Based on the outcome of the Strategy Design Labs and anticipating on the shaping of the plan, several projects have already been executed: Together with the community, the concept of Being an Erasmian has been de ned. The way our mission functions as a compass, our thinking and work is guided by the values we, as Erasmus University Rotterdam, internalise and represent outwards. These are values that are in our DNA, that we embed in our research, and convey in our education. Inspired by the school of thought of Desiderius Erasmus, we shape our identity and the way we think and act. This, we call ‘being an Erasmian’. EUR is of the opinion that entrepreneurship is an important vanguard of societal impact. Both commercial entrepreneurship and social entrepreneurship creates employment and prosperity in the region, and o ers students and sta members the possibility to develop entrepreneurial skills. To achieve this, in 2019, the foundation has been built to create an Erasmus Incubator, aiming to build a ‘ecosystem’ of societal impact. Also, in 2019 an exploration has been performed for an EUR-design initiative. An important part of this approach of societal impact is a common understanding of the importance of research, methodology and education for societal validation and innovation. By means of design, we can systematically develop, teach, learn and apply humandirected techniques. This way, we can nd solutions to societal issues in a creative and innovative way, and nourish the commercial sector, contributing to an increase in prosperity.

At Erasmus University Rotterdam, we consider alumni as a part of our community. The university is proud at its alumni and cherishes their relationship. It is important that alumni are informed about the university, our mission and our results. We also want to inspire them to support us in our mission. In 2019, we have worked on a central Alumni Engagement Strategy, a programme that is valuable to alumni and supports the university’s strategic ambitions.

From USC to Professional Services Reorganisation top structure USC The University Support Centre’s reorganisation shaped an important next step in the development of EUR’s operational management. Societal developments and new techniques demand a new perspective on research and education. The operation management has to be organised and governed much more than before from the EUR strategy, societal developments and new techniques. Advancing research and education becomes the core business of the operational management and support. The emphasis is on leadership in realising the EUR strategy, rather than merely supporting the question of the internal client. This stimulates the speed of the vision’s realisation, and the exibility of the next steps in the development process. The new organisation is at the start of the process. The change requires a lot of e ort, and the need is stressed by both deans and operational managers within the faculties and services. With the plan, the reorganisation can soon become reality, preparing EUR for the necessary next step. Position service director and faculty director operational management The connection with the EUR ambition is guaranteed by transferring the direct responsibility of the operational management’s vision development to the Executive Board. The portfolio holders of the Executive Board have conversations with the service director responsible for the concerning operational management position. As a result of the employment of faculty directors operational management, the service director now have an equal business partner. Together, they elevate the EUR-wide operational management, guided by the speci c needs of the faculties, the societal developments and new technological possibilities. This leads to even better research and education. Professional Services The change of the governance model and the reinforcement of the service director’s and faculty directors’ are prerequisite to work in a di erent way. Leadership-based operational management means working from the outside in, letting go of traditional hierarchal relations, and collaborating in networks within, but even outside of EUR. Delivering a contribution to the EUR-wide strategy and EUR-wide operational management demands knowledge of new technologies, and passion and exibility to continuously change and stay informed of your professional discipline. Besides, the faculties’ speci c needs demand courage, e ort, durability and curiosity of the next developments. The service director has the important role to facilitate his or her sta members to realise these changes. Six services have been created with a common front o ce for sta members and students: 1. 2. 3. 4. 5. 6.

Education & Student A airs (E&S) Marketing & Communication (M&C) Human Resources (HR) Real Estate & Facilities (RE&F): bundling the units Real Estate Services and Facility Services Information Technology (IT): bundling the units IT Development and IT Services Finance (F)

Level Up - Professional Services Day On 27 June, Roelien Ritsema van Eck (EB) launched the Professional Services Community, consisting of all EUR sta members. During the rst annual recurring event Level Up, Kristel Baele, Chair of the Executorial Board, a sneak preview of the new strategy. Subsequently, they attended interesting and inspiring workshops about developments in their discipline, technology and personal development.

A modern and attractive employer Recognition and appreciation Position paper The theme Recognition & Appreciation has been a top priority since all Dutch knowledge institutions and their research funders (VSNU, NFU, KNAW, NOW and ZonMw) o ered their joint position paper to the Minister of Education in November 2019. In the paper, the parties share their view on how they want researchers to be recognized and appreciated more. This means less emphasis on the number of publications and more emphasis on other domains of research activity, such as education and impact. All signees agree that this broad sense of recognition and appreciation better suits the current core tasks of knowledge and education institutions and what society expects from them. The guidelines, aims and agreements to achieve these aims, t EUR’s ambitions in Strategy 2024, a strategy plan written in 2019. Furthermore, this development is consistent with the guidelines of the San Francisco Declaration on Research Assessment (DORA). This is a worldwide initiative, meant to pay less attention to bibliometric indicators (such as publications and citations) in assessments of academics, and to pay more attention to other criteria. EUR’s ambitions in the area of Recognition & Appreciation are the basis of a multiyear-plan, that is put into practice in a collaboration with VSNU. A system of recognition and appreciation of academics is needed that: 1. enables diversi cation and dynamization of career paths, stimulating excellence in all core domains; 2. takes into account both the independence and individual qualities and ambitions of researchers, as well as team achievements; 3. focuses on quality of the work, rather than quantitative results (such as number of publications); 4. stimulates all aspects of open science; 5. stimulates high quality academic leadership. The agreements on the propositions to be put into practice, are related to two types of ambitions: 1. A re-design of academic career paths 2. Assessing research and research proposals on quality.

Personal development and results steering In 2019, an audit of the e ectiveness of EUR’s R&O system took place. The audit was held in close collaboration with the organization. Seven panel sessions, consisting of di erent target groups within the organization, delivered input on pros and cons of the R&O system. Right after the publication of the audit report, the new R&O round within EUR was planned. Therefore, priority was given to a few quick wins fort he R&O round of 2019. This way, a great number of recommendations from the audit has been performed, especially concerning the digital form and the communication. A number of recommendations demands a review from the existing R&O regulations that are scheduled for 2021. Mobility Within EUR, several channels have been opened via the Career in Progress portal, to enable sta members easy access to development and mobility opportunities. This is very appreciated. A number of means are: Personal Career Budget: sta members can spend up to €500 annually on their future development.

Workspot: a portal where a match between ‘temporary work’ and sta members is made to increase corporate mobility. Support from the CIP fund ( nancial mean) is possible, if needed. Mobility manager and Career Coaches: internal and external career coaching and support. Career in Progress: portal with among others online tests, testimonials, information on network organisations that have a relationship with EUR, a position map of all positions within EUR.

Personal Career Budget Number of applications 200 180 160 140 120 100 80 60 40 20 2016 Q32016 Q42017 Q12017 Q22017 Q32017 Q42018 Q12018 Q22018 Q32018 Q42019 Q12019 Q22019 Q32019 Q4

Workspot 30 25 20 15 10 5 0 2017 (Q3 v.a. 1-8) No. of temporary projects

2017

2018 vacancies lled with internal sta

2019

Mobility Manager Completed trajectories Completed educational counseling trajectories: 6,06%

Amendment of own position: 18,18%

Succesful mediation: 9,09%

Found another job by theirself, external: 34,85%

Agreed on an arrangement: 1,52% Candidate referred: 6,06%

Found another job by theirself, Completed educational counseling trajectories Found another job by theirself, internal Agreed on an arrangement Amendment of own position

4,0 16,0 1,0

Found another job by theirself, external Candidate referred

4,0

Succesful mediation

6,0

12,0

Mobility Manager Type trajecten 60 50 40

latnaa

30 20 10 0 2017

2018

2019

jaar Coaching

23,0

Career coaching

Voluntary mobility

Mobility Manager Aantal lopende & afgeronde trajecten 100 80 60 40 20 0 2017

2018

2019

Running projects that are currently open (includes projects started in '18, '17 etc.) Completed projects in the year

LDE Traineeship In 2019, a group of seven LDE trainees started, and the cohort of 2018-2020 changed their duties. The training and development platform (TOP) organised the recruitment, the training programme and the coaching of the trainees. Exit surveys Since October 2017, all departing sta members received an exit survey. From the results, it stems that the termination of a temporary employment contract and better career possibilities elsewhere are the two most salient reasons for departure. In general, sta members report a positive working environment, especially from their direct colleagues. The survey results serve as management information and are important for policy makers. Twice a year, the Executive Board and the deans receive a report on the results, and each organization department receives their own report. Training & Development Platform (TOP) The training and Development Platform (TOP) organises organisation speci c and generic courses and tailor made training courses. Also, they organise several university events, together with other organization departments. Open o er TOP has organised 40 open training courses, for 313 participants. Besides, 20 tailor-made projects have been organised for 221 participants. In total, 534 participants. 76% of the surveyed sta members say they are familiar with TOP’s o er. EUR’s o er in the area of training, education and coaching is assessed by sta members with a 7 out of 10. Academic leadership Concerning leadership development of academics, TOP organised two editions of the programme Academic Leadership, with 40 participants.

Share Your Knowledge Between 18 and 22 March 2019, the 3rd successful edition of the Share Your Knowledge Week took place. 24 colleagues organised workshops for their own colleagues. The subjects varied from public speaking skills too mindfulness, and from working safe to speed typing. They received a train the trainer workshop, to train their teaching skills. The workshops were visited by 322 colleagues, and delivered a direct contribution to sta members’ development. Career Week TOP contributed to the organisation and realisation of the Career Week. A week with several activities in the area of career development, such as workshops, lectures and a career market. The activities were visited by 467 colleagues.

Healthy and safe working and study climate Reinforcing the network of actors involved in a safe working and study climate is an important factor for success. A socially safe working climate, a physically safe working climate, data protection and health were looked at in their totality. In 2019, a number of improvements have been realised: The start of an ombudsperson for students and sta members Two dialogue sessions on social safety The start of an integral approach on a Healthy and Safe Work Life In 2020, the HR department starts the programme Healthy and Safe Work Life with di erent projects within this theme, including RI&E, prevention workers, a follow-up on pressure at work and a follow-up on social safety. Realisation plan Sta member survey In 2018, the last sta members survey took place. This survey was conducted by E ectory and was the last research to be conducted within the current contract. In 2019, the organisation departments have worked on the execution of the plans to solve the problems arisen from the sta member survey. An important theme within this solution was pressure at work, a theme that still demands attention. In 2020, in collaboration with our academics, the design of a new form and execution of the sta member survey is planned, enabling us to start a launch a new survey in 2021. Start ombudsperson In June 2019, Edith Weijnen has started as an ombudsperson at EUR. Installing an ombudsperson is a pilot, started at the initiative of VSNU, that will be evaluated in 2020. EUR evaluates its own pilot in the summer of 2021. With the introduction of the ombudsperson, the network of actors on safety has been extended. In 2020, knowledge is shared between several actors within the network, by hosting networking events. EUR-wide initiatives: Work-life balance coaches In 2018, a number of EUR-wide initiatives were started, including the work-life balance coaches. This is a group of eleven external coaches, all with their own approach. All EUR sta members can consult them. In 2019, this occurred 60 times. To approach the theme ‘Safe and Healthy Work Life’ in an integral way, a Senior Policy Advisor was employed at the HR department in 2019.

Leadership

To realise our EUR ambitions, we need leaders who both have knowledge of the substance and who can create a positive and safe working environment for all sta members. Late 2019, a start has been made with the development of an EUR-wide leadership framework suiting the strategy and core values: trust, respect, transparency, cooperation and connection. Embedding the existing leadership trajectories, developing new training courses, and shaping supporting instruments for the sake of leadership will be further developed in the following years by this overarching and suiting framework. The directors’ leadership trajectory is one of the completed initiatives. This was a team development trajectory of eight months, stimulating leadership qualities and collaboration, and hence, improving the quality of Professional Services and EUR.

EUR-wide initiatives In 2019, the Professional Services Awards (PSA) have been awarded (formerly known as Top Support Awards). With the new name, suiting the new strategy, the criteria have been adjusted as well: Delivered exceptional achievement/s, who would not have been possible without the involved person/s. Acting as ambassador/s of the motto Professional support by collaboration on the realisation of e cienct and innovative solutions to become a topuniversity with societal impact, in words and deeds, setting an example for colleagues. Shape collective core competences for Professional Service in an examplary and motivating way: collaboration, innovation, customer and societal involvement. Passion for EUR and ambassadorship for Erasmian Values. The individual prize was awarded to Adhemare de Rijk, Funding Manager Research at ESE and ESPhil. The team prize was awarded to the Science Hub of Service M&C. See appendix.2 for more information.

Diversity & Inclusion Diversity & Inclusion O ce This year, Diversity & Inclusion O ce has expanded to 6 FTe. This way, many more activities can be realized in the area of inclusive educational experience for all students, a diversi ed workforce at EUR, and integrating and anchoring diversity in our research practices. D&I O ce is occupied with creating goal oriented and e ective policy that creates a safe study and working environment, stimulating social justice for everyone. Besides, the O ce connects, supports and advises all relevant units within EUR, in collaboration with the faculty diversity o ces of the faculties.

H2020 subsidy for ECWO en D&I O ce The partnership EQUAL4EUROPE, of which EUR is part, received a Horizon 2020 subsidy worth 3 million euros from the European Union. Eight institutions work together on the development of tools, the identi cation of best practices for institutions to tackle gender inequality in decision processes and a better integration of gender themes in research and innovations. Apart from this, the partnership has a main goal: Taking away burdens in recruitment of, maintenance of and the career development of female researchers. The Erasmus Centre for women in organisations (Erasmus Women ECWO) and D&I O ce are responsible for EUR’s contribution.

Realisation of Job Agreement Act positions As part of the Participation Act, 40 positions have been lled up by persons from the target group Job Agreement Act. This is 51 percent compared to the aim of 78 jobs (of each 25,5 hours). To achieve this aim, in the rst quarter of 2019, the focus had been on individual placements within the organisational departments. Afterwards, the focus has been broaded by placements through collective job realisation and by a rst exploration of job realisation through procurement and social return. Besides, a training programme has been started to support coaches and supervisors of sta members with a disability. During this training, theories and examples from practice are discussed, and tools needed to coach (new) sta members in their new job are acquired. 14 sta members took part in this training programme. Unfortunately, the 2019 target of creating 78 jobs has not been met. Searching for suitable and tting vacancies takes a lot of time, making individual placements very labour intensive. As a result, realising a rapid increase in the number of jobs is di cult. In 2020, the job realisation for people with a disability will be continued.

Internationalisation Het Dual Career Programme has, at the time, become a strong and recognisable network in the regio and in the Netherlands. In this programme, partners of new international sta members are assisted in their step into the Dutch labour market. It is due to the partnership Leiden-Delft-Erasmus (LDE) that 52 percent of partners nds a job. At EUR, this is even 80 percent. Besides, the Dual Career Network (DCN) is one of the most important parts of the e ort intention, as agreed by the LDE universities in the Human Capital Agreement, for the attraction of international talent for the province of Zuid-Holland. Within DCN, EUR is an important and often approached partner for the region. Exchange of candidates occurs frequently through Rotterdam Werkt, Rotterdam Partners, The Hague Expat Center, Leiden Expat Center, and Delft Technology Partners. Besides, there are preferred partners such as Vopak, Patagonia, Port of Rotterdam, Allison Transmission, Allianz and the Rotterdam International School.

Implicit bias-training In 2019, the management teams of all faculties and Professional Services of EUR were invited for an implicit bias training. Aim of the training was to make participants conscious of their own prejudices, as well as the collective prejudices within EUR. They received the tools needed to address prejudices in their working place. The management teams of Professional Services, the University Library, the General Management Directorate (ABD), Erasmus MC and ESPhil have completed the training. The management teams of ESHPM, ESSB and ISS have completed the rst part of their training. RSM, ESE, ESL and ESHCC will start the training in 2020. Due to the positive experiences evoked by the training and the added value of addressing implicit prejudices, ABD decided to organise the training for all sta members.

Women in Academia-training Between 6 and 8 February and 21 and 22 March 2019, the third edition of the Women in Academia training events took place. Through interaction with highly talented female academics, participants could discover their own talents and expand their networks. The training course provided tools on how to build your career strategically, and o ered knowledge and skills on how to strive towards (senior) supervisory positions. 16 talented female associate professors of di erent faculties attended the training. They assessed the training in an extremely positive way, giving a score of 4.5 out of 5.

Percentage female professors Diversity and inclusion, as well achieving social equality is an important topic in the EUR Strategy 2024. Although the share of male and female PhD students and university lecturers is well-balanced (ca. 50%), EUR is at the bottom of all Dutch university when it comes to female full professors. Late 2018, only 14.5 percent of all full professors were female (LNVH, 2019). Fortunately, late 2019, this number was increased to 20 percent, a good achievement within a year. Hence, the aim of 20% of all full professors being female in 2020 has been met, as agreed with the Ministry of Education (LNVH, 2015). With a number of initiatives, EUR strives to increase the gender balance even more, aiming for a share of 25% of females among full professors in 2025.

International Women's Day International Women’s Day was celebrated under the motto ‘Inspire, Connect and Celebrate Women’. The night of 8 March, Studium Generale and AIESEC displayed a lm on nine women ghting for freedom and education and the stories of their lives. Subsequently, a discussion was held with Mansi Jasuja, specialist in the area of capacity building and gender empowerment. On International Women’s Day, participants of di erent EUR departments discussed the achievements of women in di erent disciplines, varying from female nobel prize laureates to female legends in music and art.

International Day against Homophobia, Biphobia and Transphobia (IDAHOT) On 17 May, the rainbow ag was raised on the EUR campus, to show solidarity with the LGBTQ community and for a call on equal rights for all people, regardless of sexual preference or gender expression. Hence, EUR supports all LGBTQ colleagues, friends and family and emphasises that LGBTQ rights are human rights, and that inclusion is part of our identity as Erasmian.

Advancing Social Equity in Academia Event

To increase social equality and gender equality, D&I O ce organised Advancing Social Equity in Academia (ASEiA) op 21 November 2019. It was emphasised here, that diversity and inclusion is of great importance if EUR aims to remain a top university and to increase its societal impact. It was also discussed how inclusion can be increased in the academic world, the business world, the public sector and in wider society. Among the participants were three inspiring external speakers: Professor Jadranka Gvozdanovic (University Heidelberg), Karima Belhaj (Nederlandse Spoorwegen) en Drs. Marjan Hammersma (Ministry of Education). They re ected on the societal importance of social and gender inequality. Two internal speakers, rector magni cus Rutger Engels and Chief Diversity O cer Semiha Denktas presented policy measure 25/25, aimed at supporting career progress of female talent.

25/25 policy measure During the ASEiA event, EUR o cially launched the policy measure 25/25. Talented female academics with ambition are prepared for the next step in their professional career. This is achieved by among others dedicated mentors, portfolio analysis and independent feedback on porfolios and funds. Almost 100 female assistant and associate professors, spread among all faculties of Woudestein, have joined the rst round of the policy measure, that takes place from November 2019 until November 2020. The 25/25 initiative is a visible promise of the EUR community to increase female representation within the organisation.

Campus in development The campus-wide project Campus in Development, that took o in 2010, remains in progress. In 2019, a number of smaller projects has been realised. For example, the clock at Erasmus Plaza, artist Hans Citroen’s artwork Global Time, started running after ten years. The artwork was donated to the academic community by the former Faculty of Social Sciences (now ESSB), the former Faculty of Historical and Art Studies (now ESHCC) and the former Faculty of Law (now ESL).

Work at Heights The 18th and 19th oor of the Mandeville Building have been rebuilt. Adjustments were made of the central AC installation and the climate installation. Inner walls and oors were maintained for the new users, sta members of the Finance department and sta members of the Erasmus School of Economics from the N Building.

Footbridge, Carillon and Wing After a lengthy time of work in progress, the footbridge (the glass bridge between the Erasmus Building and the Tinbergen Building) and the carillon were inaugurated by a play of the Erasmus Hymne. During the opening, the wing that was donated by Professor Jaen Paelinck (Professor of Public Administration, with a focus on Spatial Economy, 1969-1995) to the Erasmus School of Economics.

Light screens University Library Local residents had asked the university to block excess light of the University Library at night. A suitable solution was implemented: The use of light screens. All stakeholders were satis ed with this solution.

Student Living Room Since 2019, students have a living room in Tinbergen Building, where thet can meet other students and relax. They can talk about study pressure or play a board game. The living room is an initiative to increase students' wellbeing.

Stewards for a Livable Campus Since September, three stewards have been employed to patrol the campus, and keep it livable. For instance, they approach students who do not place their bike in a bike stand, and guard that smokers only smoke in one of the smoking areas.

Smoke-free On 1 August 2020, the campus will be smoke-free. Until then, there are ve smoking zones. These are the only areas where smoking is allowed from September 2019 until July 2020.

Feasibility investigations Rotterdams School of Management had expressed a desire of 'One School, One Building'. The feasibility of new housing of RSM at the southside of the campus, as well as the possibilities of existing real estate combined with the existing Bayle Building were investigated. Due to the release of the N Building and the desire of the Executorial Board to attract incubators to the campus and realise a design school, even the feasibility of these desires in the N Building had been investigated.

New building for educational activities next to Polak Building A tender process has been initiated for a sustainable and multi-purpose building for educational activities. This building should be realised next to the Polak Building, in 2022. The new building has the same size as the Polak Building, and will have more or less the same functionalities for lecture halls and ca. 600 study spaces.

Tinbergen Building: The perfect place to study By postponing the Tinbergen Building's renovation, it was decided in 2019 to improve the construction of a some rooms, enabling the creation of study spaces and lecture halls. The 560 extra study spaces have been decorated with cosiness in mind: hip wallpaper, desk lamps, plants and a carpet on the oor here and there. Now, the renvoation will be initatied in 2022, upon the completion of the new building for educational activities, next to the Polak Building.

New Recreational Centre In 2019, EUR completed the tender process of a new recreational centre. In August 2020, the activities next to the Sanders Building will begin. The Rotterdam University of Applied Sciences will also purchase recreational hours. Characteristic for the new tness complex is the indoor street that connects two parts of the building. The indoor street also serves a social purpose, as students can meet there on their way to and from the workout areas.

Erasmus Super Study Weeks For a long time, students have reportted that students from other educational institutions were using the study spaces at EUR. Therefore, EUR organised Erasmus Super Study Weeks in June. During the busy exam weeks, students could only use study spaces on campus upon showing their EUR Student ID Card. Students were very enthousiast about this initiative. Hence, the Super Study Weeks were organised again in December.

Ahoy Due to the amount of exams to be held in December, there wasn't enoygh space for all students. Hence, for almost 2000 students, examination rooms were hired at Rotterdam Ahoy.

Student housing The realisation of student housing behind the Van der Groot Building is discussed with the City of Rotterdam. The land is partly owned by the City and partly by the EUR. To enable plans, the zoning plan will slightly have to be adjusted. The university prepares a tender process for the realisation and exploitation of 325 to 450 student rooms. Before the building process starts, a bypass road will be made at the southside of the campus, neccessary for logistic processes. The realisation of this road will start in 2020. The start of the building process of the housing is planned for late 2022.

Sustainable Operations In 2019, a route map Sustainable Campus had been drafted, together with the faculties. Aim is to reduce EUR's ecological footprint, to come to a CO2 neutral campus. The route map has seven focuses: Built environment Waste management Food and catering Procurement Mobility Green campus Participation and communication As formulated in Strategy 2024, EUR stimulates and facilitates the support of an active and involved community with visible sustainability projects and initiatives. Therefore, several sustainability projects have been initiated in 2019. Some highlights: The start-o has been given for a new energy neutral recreational centre and a very sustainable and circular multi-purpose educational building. Solar panels have been placed on the roof of the Erasmus Building and the Van der Groot Building. Additional water taps have been installed in the Polak Building to stimulate the use of tap water and reduce the use of bottled water. An important step towards sustainable waste management - and ultimately waste prevention - is the start of a project to replace the current waste bins by bins that enable sorted waste collection. The project will be completed in 2020. At that point, all buildings on campus will have waste bins enabling sorted waste collection in three to ve waste streams. Together with the caterers, EUR continuously works on the improvement and stimulation of a more varied and healthier food o er, using seasonal and locally sourced products and reducing food waste. The measures should result in a more sustainable chain and lower CO2 emissions. In the new contract with caterer Vitam, a lot of attention has been paid to a healthy and sustainable food o er: a lot more vegetarian and vegan choices will be o ered, and choosing them will be easier. Highlight was the inauguration of the Campus Garden in Park Noord on campus. This garden has eatable plants, fruits, vegetables and spices - and is planted and maintained by students and sta members. Everything is cultivated according to the principles of sustainable agriculture. There is even a bee palace.

Solar panels have been placed on the roof of the Erasmus Building and the Van der Goot Building.

Inauguration of Campus Garden in Park Noord

5 Finances

Finances EUR’s consolidated nancial result in 2019 is M€-9.6. In the budget of 2019, a consolidated result of the same proportions has been accounted for, M€-8.3. Hence, the realisation of 2019 is more negative than expected, for the amount of M€1.3.

Revenue The biggest di erences, compared to the budget: An increase of the national contribution of M€7.5. This has to do with the compensation for the increase of the number of students and the wage- and price indexation from the Ministry of Education. The collection of the tuition fees delivered M€1.0 more than expected. The assets ‘Work commissioned by third parties’ were valued higher, at M€11.2. The remaining assets were M€16.7 lower.

Expenditure The di erences compared to the budget on the debit side can mainly be found in the following: Personnel costs exceeded the budget by € 26.5m. This was mainly due to an increase in our own sta complement (€ 11.8m). In addition, the number of non-salaried personnel (PNIL) increased by 63.6%, amounting to € 14.7m. Housing expenses were € 2.6m lower than anticipated. Depreciation charges, including those for xed assets, were € 1.8 .1m lower than anticipated. Other expenditure, nancial income and expenses and taxes were € 20.6 lower than anticipated. The results for third-party interest were higher than anticipated and, in the end, amounted to € 18.5m. This was €13.5m higher than the 2018 budget, and can be attributed to the renovation of the faculty tower of Erasmus MC. This means that the nal net result for 2019 works out at € -28.1m for a budget of € -13.3m: a di erence of € 14.8m. The di erent are discussed in this chapter. In respect of liquidity, solvency and other ratios, EUR did better than the sector average. The Ministry of Education, Culture and Science has established performance limits for the current ratio (50%) and solvency1 (30%). EUR scored higher on both ratios. 1 The Ministry of Education, Culture and Science (OCW) is assuming a solvency II (equity + facilities ÷ total liabilities). EUR is following this calculation for comparison purposes, and has adjusted the gures.

Table 5.1: Key indicators Key indicators in €m Result Net result Government grant Tuition fees Income from work commissioned by third parties Other income

Statement Statement Budget Budget Schedule Schedule Schedule Schedule for 2018 for 2019 for 2019 for 2020 for 2021 for 2022 for 2023 for 2024 7,2 ‑9,6 ‑8,3 ‑26,9 ‑17,4 ‑6,5 1,0 1,0 ‑4,5 ‑28,1 ‑13,3 ‑25,3 ‑17,6 ‑6,7 1,1 1,1 300,3 311,7 304,2 319,8 327,1 328,4 333,9 333,9 61,2 62,4 61,4 64,8 66,8 68,8 71,0 71,0 191,6 205,0 193,8 192,9 193,2 198,6 201,2 201,2 96,3

101,7

118,4

121,0

125,2

127,8

129,7

Key indicators in €m

Statement Statement Budget Budget Schedule Schedule Schedule Schedule for 2018 for 2019 for 2019 for 2020 for 2021 for 2022 for 2023 for 2024

Total income Equity Cash and cash equivalents Long-term liabilities Balance sheet total Average number of FTEs Academic sta Support and management sta Erasmus MC Other sta No. of students paying tuition fees Current ratio Solvency

649,4 270,5 114,2 8,7 423,9 4.941,0 1.439,1 903,7

680,8 677,8 698,5 242,2 257,4 251,5 127,3 45,6 68,5 8,6 7,4 6,9 428,5 396,7 370,4 5.239,0 5.142,9 5.591,5 1.504,0 1.511,8 1.621,6 970,0 973,2 1.071,5

712,3 213,0 59,2 10,3 358,8 5.563,7 1.598,9 1.054,9

723,6 206,3 47,1 36,2 373,1 5.538,4 1.567,5 1.048,9

735,8 207,4 47,1 36,7 377,8 5.483,4 1.507,2 1.042,3

2.230,0 368,0 27.060

2.386,6 2.185,0 378,0 473,0 29.298 27.080

2.393,0 505,5 28.595

2.393,0 517,0 29.159

2.393,0 529,0 29.734

2.393,0 541,0 30.321

122,8% 69,2%

103,5% 61,5%

118,5% 67,9%

109,3% 65,2%

101,9% 59,6%

103,5% 60,0%

85,9% 68,6%

Table 5.2: Results in €m Government grant Tuition fees Income from work commissioned by third parties Other income Total income Sta expenditure (EUR sta ) Non-salaried personnel Depreciations Housing expenditure Other expenditure Total expenditure Balance Financial Income and expenditure including taxes Result Third-party interest in result Net result

Statement Statement Budget Budget Schedule Schedule Schedule Schedule for 2018 for 2019 for 2019 for 2020 for 2021 for 2022 for 2023 for 2024 300,3 311,7 304,2 319,8 327,1 328,4 333,9 333,9 61,2 62,4 61,4 64,8 66,8 68,8 71,0 71,0 191,6 205,0 193,8 192,9 193,2 198,6 201,2 201,2 96,3 649,4 392,6

101,7 680,8 429,9

118,4 677,8 418,1

121,0 698,5 468,1

125,2 712,3 467,3

127,8 723,6 466,7

129,7 735,8 463,1

33,0 33,1 29,4 153,3 641,4 8,0 ‑0,8

37,8 37,2 27,3 157,8 690,0 ‑9,2 ‑0,4

23,1 39,0 29,9 177,0 687,1 ‑9,3 1,0

24,5 38,8 30,7 163,2 725,3 ‑26,8 0,0

23,4 40,7 32,1 166,2 729,7 ‑17,4 0,0

23,4 43,4 33,3 163,3 730,1 ‑6,5 0,0

24,4 45,2 36,3 165,8 734,8 1,0 0,0

7,2 11,7

‑9,6

‑8,3

‑26,8

‑17,4

‑6,5

18,5

5,0

‑1,5

0,2

0,1

1,0 ‑0,1

‑4,5

‑28,1

‑13,3

‑25,3

‑17,6

‑6,6

1,1

Results compared to result of 2018 Compared to the net result for 2018 (€ -4.5m), the result for 2019 (€-28.1m) is € 23.6m lower. Major di erences include:

Substantial government grant and tuition fees resulting from larger numbers of students. More substantial revenue from work commissioned by third parties (€ 13.4m) and other income (€ 5.4m), in particular EMF funds at Erasmus MC and Woudestein. In 2018, the sta expenditure for EUR’s own sta was € 42.1m above the 2018 level. This increase is due to an increase of HOKA means and student increase (€13.5m). As there were more projects in 2019, more sta was employed (€13.5m). Wages and retirement premiums have also increased, compared to 2018. In 2018, the number of non-salaried personnel (PNIL) increased by € 4.8m compared to 2017. These non-salaried personnel members include persons who are not actually employed by EUR, but who conduct research or teach at EUR on a temporary basis pursuant to a hospitality agreement. In addition, investments in IT. EUR engaged temporary sta for this purpose. The lower depreciation charges (€ 3.6m) are due to a one-o additional depreciation in connection with construction on campus in 2017. Housing expenditure is € 4.1 higher due to an allocation for depreciation of appliances. The remaining expenditure is € 2.1m lower due to a release from the demolishing provision.

Realisation versus budget 2019 The budget for 2019 showed a negative net result of €-13.3m. The most important cause was a negative result at the faculties. Due to the high solvability of EUR, it is decided to decrease the reserve in the coming years. This is done by allowing faculties to budget for negative results. Due to these results, the faculties’ reserves will be decreased over time (€6.8m). Besides, like in prior years, the reserves meant for among others pre-investments in educational quality and execution of postponed plans and expenses, such as the Research Excellence Initiative, will be used. In total, €6,5m will be used for the meant reserves. The net result of €-28.1m is €14.8 below the budget. This is due to the extra contribution needed for the planned renovation of the faculty tower of Erasmus MC. The income from the national government and compensation funds are €7.5m above budget due to an increase in student numbers and wage and price compensation. Besides, the revenue from work commissioned by third parties is €11.2m higher than the budget, due to the increase of this revenue on both Woudestein (€6.7m) and Erasmus MC (€4.5m). The other revenue is lower (€16.7m). An important determinant of the other revenue’s decrease is the decrease in contributions resulting from the di erent organization of the part-time Master Business Administration at RSM, and a setback in VAT revenue. The expenses for sta is €26.5m higher as expected. This is due to an increase in employment, as well as higher wage costs and retirement premiums compared to what was budgeted for. The hiring of external sta has also lead to more costs than anticipated in the budget, especially for support services. IT in particular, external sta has been hired due to vacant activities that were necessary for IT security. Besides, sta has been hired to start strategic projects. In 2019, the business units at Woudestein Campus achieved a joint result of €0.0m. This was due to a negative result at EUR Holding (€ 0.2m) and a positive result at RSM BV (€ 0.2m). The medical faculty obtained a positive result of € 18.5m, while the other faculties obtained a result consistent with the budget.

Table 5.3: Consolidated balance sheet Balance sheet in €m

Result 2018

Result 2019

Budget 2019

Budget Planning 2020 2021

Planning 2022

Planning 2023

Planning 2024

Balance sheet in €m Assets Fixed assets Intangible xed assets Tangible xed assets Financial xed assets Total xed assets Stock Receivables from tuition fees Other receivables Cash at bank and in hand Total current assets Total assets Liabilities Equity of which general reserve Allocated reserves (public) Allocated reserves (private) Designated funds (private) Statutory reserve Provisions Long-term liabilities Current liabilities Total liabilities

Result 2018

Result 2019

4,1 269,0 1,9 275,0

Budget 2019

4,9 260,7 1,3 266,8

Budget Planning 2020 2021

3,1 291,8 1,3 296,2

2,1 234,8 0,7 237,6

Planning 2022

2,1 230,1 1,3 233,5

Planning 2023

2,1 253,2 1,3 256,6

Planning 2024

2,1 256,1 1,3 259,5

0,1 1,2

0,1 1,1

0,1 1,3

0,1 1,4

0,1 1,5

33,4 114,2

33,2 127,3

53,4 45,6

62,8 68,5

64,6 59,2

67,8 47,1

69,6 47,1

148,9 423,9 270,5 110,6

161,7 428,5 242,2 92,0

100,5 396,7 257,4 105,8

132,7 370,3 230,6 91,7

125,3 358,8 213,0 77,8

116,4 373,0 206,3 68,8

118,3 377,8 207,4 67,4

122,2

112,8

114,5

101,8

97,1

36,2

35,9

35,3

35,2

36,5

39,2

42,1

0,4

0,5

1,1 23,4 8,7 121,3 423,9

1,0 21,3 8,6 156,4 428,5

1,3 14,9 7,4 117,0 396,7

1,3 20,9 6,9 112,1 370,4

1,2 20,8 10,3 114,7 358,9

0,7 16,2 36,2 114,3 373,0

0,3 19,4 36,7 114,3 377,8

EUR’s assets are primarily tied up in buildings and terrain, and in cash at bank and in hand. The tangible xed assets have increased over the years due to investments in Woudestein Campus (CiO I, II and III). Cash at bank and in hand has increased by €13.1m compared to the initial position in 2018. In 2019, the total provisions decreased by €2.1m, mainly due to the release from the demolition provision.

Overview of expense claims by Executive Board members in 2019 In response to the letter from the State Secretary for Education, Culture and Science, dated 25 November 2011 and concerning transparent expense claims and the rules governing such claims, the expense claims submitted by the Executive Board for 2019 are included above. These claims are in accordance with internal guidelines, that also apply to board members.

Table 5.4: Expense claims of Executive Board members Expense claims ir.drs. H.N.J. Smits, in € (Interim chair EB) 68

drs. K.F.B. Baele prof. dr. R.C.M.E. Engels (Chair EB until 30/11) (Rector magni cus)

drs. R.M. Ritsema van Eck (Member EB)

Expense claims ir.drs. H.N.J. Smits, in € (Interim chair EB) Representation expenses Domestic travel expenses International travel expenses Other expenses Totaal

drs. K.F.B. Baele prof. dr. R.C.M.E. Engels (Chair EB until 30/11) (Rector magni cus)

n.v.t.

drs. R.M. Ritsema van Eck (Member EB)

8.635

8.962

6.496

18.058

31.352

29.509

15.418

20.503

11.112

12.598 54.708

7.470 68.287

7.150 54.268

Sustainable humanities EUR receives public funding for sustainable development of the humanities. To encourage research in the humanities, EUR has invested these funds in research, sta professionalisation, talent management, workload reduction and exemptions from teaching duties for the purpose of writing research proposals. As a result, we were able to recruit three PhD students for whom it would otherwise have been di cult to obtain funding.

Graph 5.1: Comparison 2018 and 2019 income (in €m) 800 600 400 200 0 Statement 2018

Statement 2019 Government grant Tuition fees Income from work commissioned by third parties Other income Total income

Di erence

Continuity paragraph The purpose of the continuity paragraph is to provide insight into the way in which EUR deals with the ( nancial) consequences of past and future policy: future developments, operating results, investments and asset developments. EUR’s nancial and economic policy safeguards continuity of business operations in a nancial sense. The most important principles are a balanced distribution of resources, structurally sound budgets, and sound liquidity and solvency (i.e. exceeding the Ministry of Education, Culture and Science’s performance limits). De cits are exclusively systematic and of a temporary nature.

Investments Over the next few years, EUR will invest substantially in the further development of the campus, as well as in digitisation, educational development, educational innovation and research. Proper operational management must be ensured to safeguard continuity in the organisation. We will be examining the following issues in greater depth in this paragraph: 1. the anticipated investments and their impact on key indicators, including liquidity 2. cash management, interest rate management and funding requirements 3. operation and asset developments

1. Anticipated investments Strategy 2024 Upon completing the co-creative Strategic Design Labs in 2018, the second stage of the Strategy2024 has started o . In this stage, we have worked towards the release of an institution plan (the strategy), that has been proudly presented in September 2019. With the new mission of ‘creating positive societal impact’, EUR shapes her ambition to formulate solutions for complex societal issues, departing from our responsibility and unique pro le of disciplines. With the launch, we have a new stage: Implementing our ambitions. Some prioritized projects had already started in 2019 in an exploration stage. It is our aim for 2019-2024 to allocate an amount of €15m annually, for the execution of initiatives/projects that put our strategic aims into practice. In part, the budget has already been allocated for initiatives that originate from earlier strategic terms. New strategic projects are mapped out, and further elaborated upon in project plans and budgets that strive towards new investment plan for the full strategic term, to be delivered in 2020. In 2019, several projects have been started with preliminary nancing. This concerns among others the projects Impact week, Erasmus Enterprise (Incubator), Erasmus Design Initiative, Community building Professional Services, Repositioning EUR and Sustainability in Education.

Tabel 5.5 Uitgaven strategie en strategische ruimte 2019-2024 Allocation Annual Reservation Strategic Innovation Budget Allocated Free strategic budget

2019

2020

2021

2022

2023

2024

Total

17,5 15,3 2,2

17,0 11,5 5,5

17,0 7,5 9,5

17,0 6,2 10,8

17,0 1,7 15,3

17,0 1,5 15,5

102,5 43,6 58,9

Campus in Ontwikkeling (CiO) At the end of 2010, EUR resolved to transform Woudestein into a campus of international stature where it is pleasant to study and work. The work entailed has been split into three phases. “Campus under Construction I” (CiO I) delivered the campus’s new hub and basic infrastructure. CiO II focused on the refurbishment and maintenance of educational facilities and o ces, and on the development of new facilities. This phase was completed in 2018, and work began on CiO III. At the end of 2019, it was decided that the renovation of the monumental buildings (Tinbergen Building) will be postponed, and to start with the new educational buildings MFO II in 2019. Besides, at the end of 2018, an investigation was initiated to determine the possibility to start the renovation of the Mandeville Building’s o ce oors earlier. RSM’s question whether ‘One School, One Building’ was possible has also demanded a lot of attention. Besides, it was decided to de nitively release the budgets for the new recreation facilities and MFO II. Due to the shifts in work order, the total processing time has shifted with two years. In the remaining timeframe of 20202026, an estimated investment of €200m has been accounted for. The outcome of Twynstra & Gudde’s investigation concerning risk management within the EUR in 2019, has lead to a risk approach on both programme as well as project level. On the programme level, it has been decided to lay the responsibility for the programme management and the nancial administration of this extensive programme within the EUR organisation. The organisation within RE&F has the means to do so. Another important measure, ‘benchmarking the real estate strategy’ has also been put into practice. In Royal Haskoning DHV’s report, the real estate strategy has been tied to the new EUR strategy. An audit of the recommended growth scenario is scheduled for 2020. Apart from Woudestein, Hoboken also has an ambitious investment programme. In 2027, the renewal of the faculty building is scheduled. This will be paid out of reservations that have been made for years, through the facility ‘advance payments capital charges’. Higher Education Quality Agenda (‘HOKA’) On 9 April 2018, the Ministry of Education, Culture and Science signed an agreement with the National Student Organisation (ISO), the Dutch National Union of Students (LSVb), the Netherlands Association of Universities of Applied Sciences and the Association of Universities in the Netherlands (VSNU) concerning the details and elaboration of the quality agreements. These agreements form part of general sector agreements concluded with the latter two associations. These agreements re ect a shift from greater government control to more trust in universities and universities of applied sciences. The quality agreements are linked to the resources for student loans. In 2015, the Student Loans (Higher Education) Act came into force, abolishing basic grants for students. In July 2019, the University Council approved all plans that were developed by the faculties and services, as part of the means quality agreements for the years 2019-2024. These plans t the development of Strategy2024, and therefore also help reinforcing EUR’s pro le and strategy. The Community for Learning and Innovation (CLI) was assigned a multi-year budget of €2m per year, meant to stimulate the faculties’ investment agenda, share knowledge on innovation and quality improvement and further professionalise lecturers. Faculties have spent all funds received from the Ministry of Education. Apart from the means that the faculties received from the quality agreements, in 2019, the EB made extra investments towards projects aimed at personal and professional development, additional coaching of students and the development of a di erentiated (online) educational o er. The project wellbeing was somewhat delayed in its realisation in 2019. The remaining budget will be spread out over the budgets of 2020 until 2024.

2. Cash management, interest rate management and funding requirements

Cash management is intended to ensure prompt availability of cash at bank and in hand under acceptable conditions. In addition, excess cash at bank and in hand is deposited in order to optimise the return within the risks indicated. The treasury statute reproduces the guidelines and frameworks within which EUR can conduct its treasury activities. In the year under review, these treasury activities were limited to depositing excess assets as favourably as possible. EUR uses the treasury banking facilities at the Ministry of Finance, where we deposit the greater part of the resources. We also deposited resources incurrent and savings accounts at Dutch banks. These banks have an A rating at the very least. EUR does not use derivatives. For the time being, the investments will continue to be nanced entirely from EUR’s resources. At the end of 2019, the total amount of cash at bank and in hand held by EUR and its business units totalled € 127.3m (this was € 114.2m in 2017). Of this amount, € 71.9m (€ 59.0m in 2017) is the university’s property and € 55.4m (€ 55.2m in 2017) is the property of the business units. The public and private resources are entirely separate. EUR is monitoring the anticipated course of the operating cash ows and the investment plans. Supplementary funding will be raised through treasury activities if required.

Operation and asset developments The investments required to ful l EUR’s ambitions have been incorporated into the multi-year budget. In 2019, the new strategy has been presented during the opening of the academic year. For the strategy’s implementation, a budget has been allocated. The consolidated budget of 2020 shows a consolidated de cit of €25.3m. . In line with EUR’s nancial policy, we see that the de cits will decrease between 2021-2023, with a positive result anticipated for 2023. The de cit for 2020 may be explained by the following: • Anticipated increase in the number of sta • Additional expenses resulting from accommodation for Erasmus MC and expenses for IT (including IT security) Due to the rise in student numbers, the credit side shows an increase in public funding. We expect this increase in student numbers to be accommodated by a similar increase in sta numbers. The number of sta will also increase as a result of the use of the HOKA funds. EUR foresees a challenge in respect of lling vacancies due to increasing shortages on the employment market and competition from other international universities, among other places. In addition, EUR expects both tuition fees and third-party revenue to display a slight increase in the years to come. Construction of the campus will continue during the next few years. In combination with the scheduled investments, development of cash at bank and in hand is being closely monitored in order to ensure that adjustments can be made in good time. The balance sheet does not include Erasmus MC’s assets, but it does include the assets of EUR’s business units. The balance sheet re ects the investment programme on Woudestein Campus via the tangible xed assets and the planned restructuring via the sta provisions.

Gra ek 5.2: Aantal studenten die collegegeld betalen 31.000 30.000 29.000 28.000 27.000 26.000 25.000 Statement forStatement 2018 forBudget 2019 Plan for Statement 2019 for Schedule 2020 for 2021 Schedule for 2022 Schedule for 2023 Schedule for 2024 Number of tuition fee paying students

Tabel 5.6 Total number of persons at EUR, excl. Erasmus MC (as of 31 December 2019)

Academic stra Support and management sta

Male

Executive Board

Male

Full Professor (HL)

Associate Professor (UHD)

190

138

191

212

177

186

136 1230

Female Male

50 -

61 -

179 -

347 -

217

197 5

463 1514 251 256

Female

355 364

241

199

370

Female

Assistant Other PhD Student Professor Academic Sta Assistants (UD) Sta

559 394

397

Support and Total Management Stadd

1 1

1206 3366

Basic principles of the multi-year budget EUR’s long-term gures are based on the following principles: The budget was drawn up on the basis of a stable salary and price level in 2019. Public funding has been included in the calculations based on the anticipated development of the Macro Budgetary Framework as presented by the Ministry of Education, Culture and Science and on EUR’s anticipated share in the various sections. This share is based on the anticipated trends in education and research performances. It has, moreover, been assumed that the capping of the doctorate premiums will have a budget-neutral e ect. Speci c education and research funds were taken into account: budget for research at Erasmus School of Philosophy, nancial compensation for students who pursue a second degree programme and compensation for reinforcement of regional collaboration. The tuition fees are based on the projected rise in the total student population and the projected level of tuition fees in 2019. The amount of the tuition fees can vary according to the following factors: the di erences between statutory rates and institutional rates, the di erences between bachelor’s degree programmes and master’s degree programmes, and the di erences between the rates for students from inside the European Economic Area (EEA) and those from outside the EEA. We anticipate an increase in tuition fees due to increasing student numbers, as well as more students paying the institutional rates (non-EEA). The depreciation on accommodation shows a reasonably stable trend. EUR has only recognised corporation tax for the subsidiaries, based on the assumption that the EUR is eligible for the subject exemption.

Risk management and control system The concepts of risk management, governance and control are inextricably linked. They all focus on attaining objectives, seizing opportunities, and preventing losses. EUR regards risk management as a process of identifying risks and making conscious choices about how to respond. E ective risk management entails a well-considered balance between the impact of the risks identi ed and the measures taken in response. EUR does not have a dedicated risk management function. Standard risk management is included in management responsibilities. Thus, faculty deans and directors manage the risks associated with the normal operation of their respective areas of responsibility. In addition, the administrative and support departments play a major role in identifying risks and implementing risk control measures. Since 2017, risk management has been organised in a more structured manner, but without compromising the decentralized responsibilities. The aim is to ensure a better alignment between risk management and strategy, and thus improve the degree of control. This allows risk management to better contribute to the achievement of the goals as formulated in the strategy. Risk management is thus not a goal in and of itself. In addition, work is being done to improve the embedding of risk management in the planning and control cycle. Consultations have been held at various levels within the organisation to discuss how risk management can be improved. Risk management is a xed item on the agenda of the administrative consultations between the executive board and the faculty deans. It is also a xed item in the budget, and further steps will be taken to make risk management an integral part of EUR’s planning and control cycle.

In connection with this commitment, EUR carried out a fraud risk analysis. When risks were identi ed, EUR looked at how the internal control measures could be used to mitigate them. A probability and impact analysis was then carried out to determine whether any additional internal control measures were necessary. This analysis not only looked at nancial risks, but also risks relating to academic and scienti c integrity. The Executive Board shared and discussed the ndings of the fraud risk analysis with the Supervisory Board. Apart from reinforcing the risk management within EUR, the audit and review function is a xed part of EUR’s control system. Carrying out reviews and audits of the preconditions for high-quality teaching and research should enhance the learning capacity of the organisation. An audit and review agenda has been drawn up on the basis of risk management. The audit and review activities are organised in a structural way within the organisation. The audit and review agenda is set by the EB and discussed in the Audit Committee. The audits and reviews will assess and evaluate the way the processes are organised and embedded, and identify the strengths and areas for improvement. External expertise will be employed whenever necessary. Despite the continuous attention devoted to this matter, EUR is aware that no risk management and control system can fully guarantee the prevention of errors or losses or that its objectives will be realised in full. Furthermore, the system has to be reviewed and evaluated at regular intervals. EUR believes that its current management structure and mechanisms provide su cient safeguards to ensure that the risks to which it is exposed are recognised and managed. EUR subscribes to the VSNU Code of Good Governance, the Netherlands Code of Conduct for Scienti c Practice, the VSNU Code of Conduct on the Use of Personal Data in Scienti c Research, and the Code for Transparency in Animal Testing. In the year under review, the roles played by the Executive Board and the Supervisory Board in internal governance complied with the statutory frameworks provided for under the Higher Education and Research Act (WHOO).

Control framework EUR policy is developed collectively on the basis of the EUR-wide strategy. The strategy is formulated through a process of interaction between the Executive Board, the faculty deans, the directors of the support services, and the education and research directors. In this strategy, we all assume collective responsibility for the substantive focus based on our shared EUR interests and the advancement of mutual collaboration with our external partners. EUR’s interactive management philosophy is expressed in a decentralised governance culture and in the integrated management practice of decentralised managers. Integrated management means that within the prescribed boundaries, an organisational unit is responsible for, and has control over, its own activities, objectives, work processes, sta and resources, which it must report on and account for. Each organisational unit is also responsible for the interfaces with the other organisational units. The Executive Board monitors the overall –integrated – result, and sets the boundaries within which freedom can be exercised. The Executive Board has various governance tools at its disposal for this purpose. In addition to the strategic framework development, the internal control system also includes regulations and procedures aimed at providing a reasonable level of oversight. In this way the major risks of the organisation can be identi ed and the objectives in the Strategic Plan achieved within the framework of the applicable laws and regulations. The most important components of internal control are:

The Strategic Plan 2014-2018, in which the long-term strategic goals and objectives have been formulated, and the translation of such into underlying covenants with the management units. This also applies for the continuation strategy. The Administration and Management Regulations, which regulate the powers of the managers appointed by the Executive Board. A Digital Security and Privacy Master Plan, in which the major challenges in the eld of information management due to the rapid pace of digitisation are translated into activities to enhance both innovation and management. EUR’s regulation on alleged malpractice, known as the “whistleblower regulation”. The regulation on ancillary activities, which contains rules for the disclosure of potential con icts of interest for researchers and other sta . The Integrity Code, which focuses on three concepts, namely professionalism, teamwork and fair play. Additional administrative measures have been taken to safeguard the scienti c integrity of academic sta . A budget cycle comprising a reference framework, budget plans and an institutional budget. The Executive Board approves the faculties’ budget plans and those of the other organisational units if they t in with EUR’s nancial framework. These plans form the basis for the institutional budget approved by the Supervisory Board. Multi-year cash ow forecasts, based on result forecasts and a multi-year investment agenda; these forecasts are adjusted several times a year in line with the latest nancial developments. A bottom-up system of bimonthly reporting to the Executive Board on nancial and non- nancial matters, with a copy sent to the Supervisory Board and the participatory bodies. These reports both look at the progress achieved and provide a year-end forecast. A system of periodical bilateral consultation meetings between the Executive Board and the organisational units, as well as periodic governance meetings between the Executive Board and the faculty deans. Structured spending analyses and the adoption of a procurement and tendering calendar to ensure legitimate procurement. A Finance Legal Administrative Tax (FLAT) assessment for large and/or long-term projects/ contracts that exceed certain limits (more than € 250K or longer than four years). A Treasury Statute that complies with the Investment and Pledge Regulations; liquidity surpluses are mainly deposited with Dutch banks that have at least an A rating, and are spread across several nancial institutions wherever possible. The annual tiered Letter of Representation, in which managers and deputy managers warrant the completeness and accuracy of information relating to relevant nancial management events within their mandate. The Audit Committee, which, as a subcommittee of the Supervisory Board, meets four times a year and pays special attention to the university’s nancial and economic a airs in the broadest sense, which it reports on to the Supervisory Board.

Signi cant risks and control measures The world of higher education is changing rapidly. Both the quality and the reputation of our teaching and research and the solidity of our nancial position are crucial to our survival in this increasingly complex environment. EUR’s strategic risk policy focuses closely on the adoption of measures to position EUR as a leading educational and research institution. Achieving this objective demands that various risks be actively addressed and managed. The following are the six most signi cant strategic risks identi ed, and the control measures associated with them.

1. Coronacrisis’ e ects on EUR The main emerging risk is the coronavirus pandemic of early 2020. The e ects of this crisis on long-term developments at global and national levels are not clear yet, at this time. As a result, it is currently not possible to estimate the impact and consequences to EUR. It should be taken into account that this could potentially have longterm negative e ects on EUR. Given the rapidness and ambiguity of developments surrounding this crisis, it is not possible to quantify it, at this time. EUR does not expect any short-term e ects of the crisis on the organisation’s continuity. The cash at bank and in hand is su cient, given the size of the total turnover’s rst cash ow. In the medium term and long term, it is not clear yet what e ects the coronacrisis will have on the admission, drop-out and transfer rates of students. This may a ect developments concerning government grants and tuition fees. For research, too, this may eventually lead to lower turnover for work for third parties, as a result of delays in research projects. This crisis may also have an impact on our partners’ nancial positions. Risk management e ect of coronacrisis Currently, there is a lot of uncertainty surrounding the impact and duration of the coronavirus pandemic, and its e ects on EUR. The most important issue right now, is that all possible measures are taken to protect sta and students, and to limit or mitigate risks as much as possible. It is our aim to secure EUR’s continuity as much as possible. Several measures have been taken to prevent the spread of the virus. Education is provided digitally and all sta members work from home as much as possible. The CTO meets daily, and discusses and decides on necessary measures, and communicates about them. The CTO works in line with the recommendations imposed by RIVM.

2. Future developments in public funding Government grant is an essential source of income for EUR. The government has linked the allocation of the education budget to each university’s performance. The implementation of the Student Loans (Higher Education) Act has released funding for investment in academic education and research. This funding is linked to quality agreements at institutional level. Institutions have the freedom to work with their partners to draw up their own objectives and indicators within the goals of the Strategic Agenda for Higher Education. Please refer to the ‘HOKA’ section for more information. In the spring of 2019, the Van Rijn Committee presented its ‘Wissels om’ report. This report contains a large number of recommendations regarding (the funding of) higher education. A number of these have concrete consequences for the EUR. For example, the committee proposes to allocate more budget to science and technology studies. EUR has relatively few of these programs. The budget that is extra allocated to the beta and technology studies comes from the alpha and gamma studies. Studies of which the EUR has relatively many. The minister followed these recommendations. In the implementation she has chosen to moderate the nancial e ect. Nevertheless, from 2022 onwards, EUR will receive €6.4m less in government grants.

Following the report, an investigation has also been launched into the funding system used for higher education. The outcome of this study is expected to be released at the end of 2020. This may have consequences for EUR’s funding. The subject is therefore monitored closely.

3. Educational quality and a qualityreinforcing culture Educational accreditation focuses on establishing whether the relevant institutions and programmes comply with the requisite academic quali cations and criteria. Consequently, achieving accreditation is crucial and is an indication that EUR’s quali cations are in order. Quality assurance at EUR is enshrined in decentralised governance based on the principles of innovation, connection and the freedom to take initiative. In 2017, EUR successfully completed the Institutional Quality Assurance Assessment (ITK). The assessors established that the university’s quality assurance system functioned properly, and that a culture of sustainable quality exists within the organisation. In recent years, EUR has seen a growth in student numbers despite the introduction of the Student Loans (Higher Education) Act. The expectation was that this would lead to a drop in student numbers, but this did not happen in 2017 nor in 2018. The signi cant investment in quality improvements over the past few years has made EUR a more attractive place to study. EUR is growing in popularity amongst both Dutch and international students. The increase in student numbers could risk an imbalance between achieved growth and the quality of education EUR wants to provide. The key issues are educational quality, the provision of study facilities, and the a ordability of smaller class sizes. The organisation has recognised this risk, and will be looking at this development in more detail to identify the possible implications for the new multi-year strategy. The increase in student numbers also has implications for the sta ng levels at EUR. Attracting enough highlyquali ed academic and support sta to adequately absorb this growth is a major challenge. Labour shortages are rising and EUR must also compete with international universities, who are often able to o er better primary bene ts. To attract new talent, EUR is primarily focusing on providing attractive secondary employment bene ts and good research facilities.

4. Technological innovations and cyber crime At an operational level, the importance of and dependency on information technology continues to rise. Not only are the secondary processes increasingly reliant on computerisation, but so are the primary processes of education and research. Recent developments, such as Online Education, Massive Open Online Courses (MOOCs), and Open Access, have had a major impact on our business model. Various projects have been launched to facilitate digitisation in education. Digitisation also forms the basis for the realisation of the various strategic objectives in the new strategy. The foundation for this will be the Digitisation Master Plan. Late 2019, a start has been made with translating this Master Plan into an Implementation Plan. In 2020, portfolio management plays a predominate role. It is essential that we ensure our IT infrastructure is equipped to support the implementation of the latest technological advances. This entails a high level of information security and data protection. For the privacy organization, the focus was on target group-oriented instructions for the main tasks, participation in an IT security and privacy programme in the EUR-wide training of new employees, and proactive organisation of processes, involving privacy o cers at an early stage, for example in writing teams of European tenders. A new privacy dashboard has been developed that gives faculties and services more control over privacy risks and actions to be taken, supported by their privacy o cers. Under the functional supervision of the Chief Privacy O cer (CPO), all privacy o cers of the faculties and services work together, knowledge is shared and policy is made and updated. An

IT security policy has been drawn up by the CISO and continuous e orts are being made to improve technical security measures and increase security awareness within EUR. Various support services and faculties within EUR are working together on these projects.

5. Scienti c Integrity Con dence in scienti c ndings depends entirely on the correct observation of rigour in designing and performing scienti c research. Everyone involved in teaching and research at EUR bears an individual responsibility for maintaining scienti c integrity. In this regard, the general principles of professional conduct must be observed at all times. The core values of professionalism, fair play and teamwork apply to the entire EUR community. A number of principles have been drawn up in the Netherlands, which are endorsed by EUR and which serve as guidelines for the university. Moreover, EUR has taken additional administrative measures for the purpose of safeguarding scienti c integrity. We have devised a dilemma game for new researchers and PhD students called Professionalism and Integrity in Research, which forms part of the standard scienti c integrity training. A reference check (plagiarism scan) is also carried out on all dissertations. EUR researchers with questions relating to scienti c integrity, or who suspect violations of scienti c integrity or other malpractices by an employee of EUR, can contact the con dential adviser for scienti c integrity. An integrity committee may be established, if necessary. EUR has also appointed integrity coordinators for each faculty, who meet three times a year to discuss experiences and best practice

6. Legality E cient, lawful, and sustainable procurement is one of EUR’s priorities. EUR aims to ensure that its procurement activities are conducted lawfully, and with due observance of the necessary requirements for e cient operational management. We aim to ensure that procurement takes place in accordance with the frameworks agreed with the Ministry of Education, Culture and Science and the mandatory (European) regulations. This has to be carefully balanced with the demands of e ective operational management. The scope for this at EUR is determined by the audit tolerance as de ned in the Ministry of Education, Culture and Science’s audit protocol. Legality is still an important focus point within the EUR. There are various instruments that ensure and increase the understanding of the legality of contracts. For example, a procurement plan has been made, and the development of legality during the year has been evaluated a number of times. Besides, discussions have been held within EUR on the importance of complying with procurement regulations. In 2018, a start was made on the implementation of Esize, a Purchase to Pay (P2P) system as a support system for the purchasing function. In 2020, a report can be made, based on this system, to gain even faster insight into the status of the contracts. Due to the greater insight that has emerged in recent years, a larger number of contracts has been identi ed that have not been put out to tender in accordance with the applicable regulations. Due to a more e ective management of legality, this should decrease in the future. However, because contracts have a speci c term, it takes time to solve this issue.

7. Real estate costs Due to the investments in real estate in connection with CiO III, EUR expects Woudestein’s housing costs will vary within a bandwidth from €45m to € 47m per annum until 2026. The agreements about the maximum ratio of housing costs to income will be closely monitored and enforced. Investment decisions will be based on an assessment of the total costs, including maintenance costs, in terms of the implications for structural expenditure. Various “go/no go” decision-making milestones are built into all projects. A governance structure has also been implemented whereby a steering group chaired by a member of the Executive Board monitors operational and 79

nancial progress. A revised risk management evaluation for CiO III was carried out in the autumn of 2017 as part of the governance of the CiO programme. Generally speaking, EUR regards the combination of the strained construction market and the high demands of users with respect to sustainability as a cause for concern. EUR’s real estate strategy will be adjusted in 2020 to re ect the spike in student numbers. Besides the expenditure on immovable property, the value of the property is also important. The value of the university’s immovable property depends to a large extent on the way it is utilised in the execution of education and research.

8. Leniency scheme At the request of the Minister of Education, Culture and Science, the Inspectorate of Education (hereinafter: the Inspectorate) started an investigation into the fees charged by EUR / RSM in mid-2018. The Inspectorate concluded in its March 2019 report that, in the opinion of the Inspectorate, charging additional fees would be contrary to the Higher Education and Research Act. In her letter of 29 March 2019 (with reference number: 752747) to the Parliament, the Minister of Education, Culture and Science indicated that she followed the Inspectorate’s opinion. EUR does not agree with the conclusions of the Inspectorate. Nevertheless, in response to the Minister’s letter, EUR / RSM o ered a leniency scheme for current students and recent alumni of the part-time Business Administration master's degree. The leniency scheme was open until 1 January 2020 to (former) students who have signed up for the part-time master Business Administration for the rst time from the academic year 2016-2017 onwards. The costs of the leniency scheme amount to €3.7m in 2019.

Special elements 'Transparency Note' The policy document 'Notitie helderheid' ("Transparency note") aims to convey clarity on the interpretation and practical application of the existing subsidy rules for the subsidy parameters' statistics. In the paragraphs below, accountability is provided for the di erent themes of the policy document.

1. Outsourcing No educational programmes have been outsourced to non-subsidized institutions.

2. Investment of public means in private activities No public means have been used to fund private activities not related to the primary task. EUR allocates funds for several student facilities, including sport activities, but these funds come from other sources than public means.

3. Granting exemptions EUR does not grant credit exemptions to students, solely for attracting students with the intent to increase the public funds, when there has not been any reasonable e ort justifying the exemption (as determined by the Exam Board).

4. Funding of international students Only students of whom name and address details are known to EUR are counted for the purpose of subsidisation.

5. Tuition fees not self-funded by student and Pro le Fund EUR does not fund students' tuition fees. The Pro le Funds' schemes are meant for nancial compensation in case of student delays due to personal circumstances, board grants and free waivers. Please refer to Chapter 2 Education > Quality and Student success > Pro le Fund and Grants.

6. Students attend degree programmes' modules It is possible that modules or parts of degree programmes are attended by non-students. This is called contract education. One or more seperate subjects may be attended, with the attendee not enrolling as a student.

7. The student attends another degree programme than the one he is enrolled in. Students at EUR attend the degree programme they are enrolled in.

8. Funding of students in customised programmes Concerning initial education, no customised programmes for companies or other organisations exist.

9. Funding of art education EUR has a Double Degree Programme called RASL (Rotterdam Arts and Sciences Lab), in collaboration with Codarts Rotterdam. Students are enrolled at both insititutions. However, they are funded through Codarts, not EUR.

Report Supervisory authority The Audit Committee, being a subcommittee within the Supervisory Board (SB), has held four meetings within the reporting year. Please refer to the message from the Supervisory Board, to learn more about the discussed topics. The most important topics that were discussed in the Audit Committee, and thereafter in the SB were:

Annual Report and Accountancy Report 2018 In May 2019, the report and the management letter of the external accountant were discussed. During this meeting, the external accounted, that was appointed by the board, elaborated on the report's content.

Financial progress report The Audit Committee and the SB were periodically informed in writing, on the complete nancial progress within the budget year and on the nancial progress of large-scale investment programmes. This is discussed with EB in regular SB meetings.

Framework note 2020 (Erasmus Perspective) The Framework Note sets out the nancial frameworks for the 2020 budget. Based on the allocated budgets in the Framework Note, faculties and support services can draft their budget.

Campus in Development (CiO) III In 2017, he second phase of CiO was completed and the third phase of CIO started. The Audit Committee discusses the ( nancial) progress of this program in their semi-annual reports. Furthermore, they have agreed to put the topic of strategic real estate policy on the agenda, apart from CiO II.

EUR IT General IT control (GITC) was discussed with the Audit Committee in 2018. In line with GDPR compliance, IT security is a top-priority at EUR. The trusted audits on the IT controls are standardized by the Baseline Information Security for Higher Education (BIHO). Within the framework of IT, the organisational embedding of the various IT departments and the mandate of the CIO were also discussed. Furthermore, the incident report is also a top-priority.

Quality agreement In 2019, NVAO paid a site visit to assess the state of a airs regarding the implementation of the Quality Agreements between the Ministry of Education and EUR. The Quality Agreements have been elaborated in plans drawn up jointly by the Executive Board, the faculties and the participation bodies. The Ministry of Education has allocated funds for the implementation.

Risk management In 2019, the rst risk analysis in 2018 was followed up: Discussions were held with the managers to discuss risk analyses beyond merely nancial analyses. This topic is now periodically re ected in the Audit Committee.

Strategy The strategic plan Creating Positive Societal Impact 2020 – 2024 was launched in 2019. 82

Public funding In 2019, the Advisory Committee on Higher Education Financing presented its report 'Wissels om' (Changing tracks) to the Minister of Education. The Minister has adopted the reccomendations, which is disadvantageous to EUR. In the multi-year budget, we have accounted for this outcome.

Erasmus MC The collaboration with Erasmus MC has been discussed within the Supervisory Board. The periodic meetings with the complete Supervisory Boards. Furthermore, agreements have been made regarding the funding of large-scale renovation projects of Erasmus MC, as described in the document EREAD.

EUR – Erasmus MC – TU Delft In the reporting year 2019, discussions were initiated between the boards of EUR, Erasmus MC and TU Delft on a farfetching form of collaboration. It is decided to investigate the feasibility of establishing three convergent insititutes. It is expected that de nitive decisions can be made in 2020.

Financial Statement 2019

Consolidated balance sheet on 31 December 2019 after pro t appropriation in M€

1. 1.1 1.2 1.3 1.4 1.5 1.6 2. 2.1 2.2 2.3 2.4

ASSETS Fixed assets Intangible xed assets Tangible xed assets Financial xed assets Total xed assets Current assets Inventories Receivables Cash and banks Total current assets Total Assets LIABILITIES Equity Provisions Long-term liabilities Current liabilities Total liabilities

2019 4.9 260.7 1.2 266.8 0.1 34.3 127.3 161.7 428.5 242.4 21.3 8.6 156.2 428.5

2018 4.1 269.0 1.9 275 0.1 34.6 114.2 148.9 423.9 270.5 23.4 8.7 121.3 423.9

Consolidated statement of income and expenditure over 2019 in M€

3. 3.1 3.2 3.3 3.4 4. 4.1 4.2 4.3 4.4 5. 6. 7.

INCOME Central government grant Study, course, tuition and registration fees Income from work commissioned by third parties Other income Total income EXPENDITURE Sta costs Depreciation Housing costs Other expenditure Total expenditure Balance of income and expenditure Financial income and expenditure Taxes Results Share of third parties in group result Net results

Result

Budget Plan

Result

2019 311.7 62.4 205.0 101.7 680.8 467.7 37.2 27.3 157.8 690.0 -9.2 -0.3 -0.1 -9.6 18.5 -28.1

2019 304.2 61.4 193.8 118.4 677.8 441.2 39.0 29.9 177.0 687.1 -9.3 1.1 -0.1 -8.3 5.0 -13.3

2018 300.3 61.2 191.6 96.3 649.4 425.6 33.1 29.4 153.3 641.4 8.0 -0.2 -0.6 7.2 11.7 -4.5

Consolidated cash ow statement for 2019 in M€ 2019 2018 Cash ows from operational activities Result on ordinary business operations -9.2 8.0 Adjustments before reconciliation of operating result Adjustments before depreciation 19.8 33.1 Increase (decrease) in provisions -2.1 1.4 Other adjustments before reconciliation of the operating result -18.5 -11.7 -0.8 22.8 Changes in working capital Increase (decrease) in current receivables 0.3 2.9 Increase (decrease) in current liabilities 35.1 -9.1 35.4 -6.2 Cash ow from business operations 25.4 24.6 Interest received 0.3 0.3 Interest paid 0.1 0.1 Movements in other nancial xed assets -0.5 -0.4 Income tax paid 0.1 0.6 Total cash ow from operational activities 25.0 23.8 Cash ow from investment activities Acquisition of intangible xed assets 1.9 0.1 Revenue from the disposal of intangible xed assets 0.0 0.0 Acquisition of tangible xed assets 10.5 18.0 Revenue from the disposal of tangible xed assets 0.0 0.0 Investments in participating interests and cooperative arrangements -0.1 0.1 Increase (decrease) in loans to the Department for Education, Culture and Science and the -0.6 -0.6 Ministry of Economic A airs Increase (decrease) in other nancial xed assets 0.0 0.0 Total cash ow from investment activities 11.7 17.6 Cash ow from nancing activities Increase (decrease) in long-term liabilities -0.1 -0.5 Revenue or repayment of long-term liabilities 0.1 -0.3 Total cash ow from nancing activities -0.2 -0.2 Other balance sheet movements 0.0 0.0 Increase (decrease) in cash and banks 13.1 6.0 Cash and banks position on 1 January 114.2 108.2 Cash and banks position on 31 December 127.3 114.2 Movements in cash and banks 13.1 6.0

General notes Erasmus University Rotterdam (EUR), located at Burgemeester Oudlaan 50, 3062 PA Rotterdam, registered with the Chamber of Commerce under number 24495550 0000, is a legal entity under public law under the Dutch Higher Education and Research Act. EUR consists of the university and subsidiaries: EUR Holding B.V. with its operating companies, Rotterdam School of Management B.V., Stichting Erasmus Sportaccommodaties and Stichting Erasmus Sport. The activities of EUR and its group companies mainly consist of organising and implementing initial and noninitial education as well as socially relevant research activities.

Applied standards The annual accounts have been prepared in accordance with the legal provisions set out in Title 9 Book 2 of the Dutch Civil Code and the authoritative statements in the Guidelines for Annual Reporting, which have been issued by the Council for Annual Reporting. These provisions apply on grounds of the Education Annual Reporting Regulations. In the annual accounts the amounts are stated in millions of euros (unless stated otherwise).

Reporting period These annual accounts relate to the nancial year 2019, which ended on the balance sheet date, 31 December 2019.

Continuity These annual accounts have been drawn up in accordance with the assumptions of continuity.

Accounting principles for consolidation The consolidation includes the nancial data of the institution and its group companies. These are legal entities in which the institution can exercise dominant control, directly or indirectly, by having the majority of the voting rights or by controlling the nancial and operational activities in any other way. Newly acquired participating interests are incorporated in the consolidation as soon as there is a decisive in uence on policy. Disposed participating interests are incorporated in the consolidation until the moment that this in uence ends. The assets and liabilities as well as the income and expenditure of group companies are 100% incorporated in the consolidation. The share of third parties in the group equity and in the group result is stated separately. Pursuant to Article 2:407 (1) of the Dutch Civil Code, group companies may in some cases be excluded from the consolidated nancial statements. The consolidation requirement does not apply for data of companies involved in the consolidation whose joint signi cance is negligible to the company as a whole. Intercompany transactions, intercompany pro ts and mutual receivables and liabilities between group companies and other legal entities involved in the consolidation are eliminated. All these intercompany transactions were concluded under normal market conditions. Accounting policies of group companies have been amended where necessary to align with the applicable accounting policies for the group. All group companies as well as participating interests are classi ed as related parties. Erasmus MC

All income from Education and Research (E&R funds) of Erasmus MC, the cost of the faculty tasks to be charged to it and the income and expenditure of the E&R satellite organisations of the medical cluster to be consolidated are included in the consolidated annual accounts in accordance with the Education Annual Reporting Regulations. Responsibility for the E&R activities is based on the Higher Education and Scienti c Research Act (WHW) and the ensuing GUO, which is why the costs and revenues from E&R activities have been consolidated. Given the covenant concluded with Erasmus MC for this purpose, the balance sheet data have not been incorporated in this annual report. This is in accordance with letter RvB/MM/M / ef/0059750/ 223.222 dated 12 December 2002, which the Ministry of Education, Culture and Science approved by letter WO/F/2003/4057 dated 3 February 2003. This course of action is consistent with previous years. The following legal entities are included in the part of the consolidated annual accounts relating to Erasmus MC R&E: Erasmus MC O&O Holding B.V. Sophia Research B.V. Thoraxcentrum Research B.V. ViroNovative B.V. Eurza Arbo B.V. Neurasmus B.V. Erasmus MC Diabetesstation B.V. Erasmus MC Schiermonnikoog B.V. MI&EUR Implementation and Exploitation B.V.

Statement of cash ow The statement of cash ow is prepared based on the indirect method. The funds in the statement of cash ow consist of the cash and banks. Interest and dividends received and paid are included in the cash ow from operating activities. Investments in group companies are processed at the acquisition price after deduction of funds present within the acquired company.

Use of estimates The preparation of the annual accounts requires management to make judgements and estimates and assumptions that a ect the application of policies and the reported value of assets and liabilities, and income and expenditure. Actual results may di er from these estimates. The estimates and underlying assumptions are continuously assessed. Revisions to estimates are recognised in the period in which the estimate is revised and in future periods a ected by the revision.

Transactions in a foreign currency Transactions denominated in foreign currency are translated into the relevant functional currency of the group companies at the foreign exchange rate applying at the date of transaction. Foreign currency monetary assets and liabilities are translated into the relevant functional currency of the group companies at the foreign exchange rate applying at the balance sheet date. Exchange di erences arising from the settlement of monetary items or from the conversion of monetary items in foreign currency are recognised in the statement of income and expenditure in the period that they arise.

Financial instruments 89

Financial instruments include investments in shares and bonds, trade and other receivables, cash, loans and other nancing obligations, trade payables and other payables. Financial instruments are included at fair value on initial recognition. After initial recognition, nancial instruments that are not part of the trading book are measured at amortised cost using the e ective interest method, less impairment losses. EUR only has primary nancial instruments that are used to nance its operational activities or that result directly from them, such as (long-term) receivables and liabilities. EUR does not use derivatives or any other form of active hedging to hedge nancial risks. EUR is not exposed to interest rate risk due to the absence of issued and recognised loans to third parties. Interest rate risk is the risk that the value of a nancial instrument will uctuate as a result of changes in the market interest rate. Neither is there a cash ow risk. In other words, the risk that future cash ows associated with a monetary nancial instrument will uctuate in size is absent. Due to the strong liquidity position of EUR, we consider it virtually impossible for there to be a liquidity risk. Liquidity risk is the risk that the legal entity is unable to acquire the nancial resources necessary to meet the obligations. Given the characteristics of the parties with which EUR does business, in particular central government, government bodies and the EU, there is limited credit risk on receivables. Credit risk is the risk that one contracting party of a nancial instrument will not meet its obligation, as a result of which the legal entity has to deal with a nancial loss. EUR runs a limited currency risk because most transactions take place in euros.

Accounting policies for the valuation of assets and liabilities General An asset is recognised in the balance sheet when it is probable that the future economic bene ts will ow to the educational institution and its value can be reliably determined. A liability is recognised in the balance sheet when it is probable that its settlement will be accompanied by an out ow of resources embodying economic bene ts, the amount of which can be measured reliably. Assets and liabilities (with the exception of group equity) are valued at the acquisition or manufacturing price or (lower) current value. If no speci c valuation policy is stated, valuation takes place at the acquisition price or nominal value. In the balance sheet, the statement of income and expenditure and the cash ow statement, reference numbers are included. For these references we refer you to the explanatory notes. Items in foreign currency are valued at year-end closing exchange rates. Exchange di erences are recognised directly in the result. An asset or liability recognised in the balance sheet remains on the balance sheet if a transaction (related to the asset or liability) does not result in a material change in economic reality in respect of the asset or liability. An asset or liability is no longer recognised in the balance sheet if a transaction results in all or nearly all rights to economic bene ts and all or nearly all risks associated with the asset or liability being transferred to a third party. Furthermore, an asset or liability is derecognised from the moment that the conditions of probability of future economic bene ts and/or reliability of the determination of the value are no longer met.

Impairment of xed assets On each balance sheet date, the group assesses whether there are indications that a xed asset may be subject to an impairment. If such indications are present, the realisable value of the asset is determined. If it is not possible to determine the realisable value for the individual asset, the realisable value of the cash- ow generating unit to which the asset belongs is determined. An impairment applies if the book value of an asset is higher than the realisable value; the realisable value is the higher of the fair value and the value in use.

Intangible xed assets The costs of purchasing and implementing university administrative systems are capitalised as intangible assets. Intangible xed assets developed in-house are also capitalised. A statutory reserve is formed for the part of the intangible assets developed in-house that has not yet been depreciated. The intangible xed assets are valued at acquisition or manufacturing price. Depreciation occurs on a lapsed time basis according to the estimated service life. The expected useful life depends on the type of investment and varies from 5 to 9 years. The intangible xed assets not yet available are not depreciated. The depreciation periods are: 1. Licences 5 years 2. Software 9 years

Tangible xed assets

Commercial buildings and land are valued at acquisition price plus additional costs or manufacturing price, less straight-line depreciation over the estimated economic life. Land is not depreciated. The impairment expected on the balance sheet date is taken into account. The tangible xed assets not yet available are not depreciated. Depreciation takes place as of the moment of delivery. With the exception of the EUC building, there are no restrictions of ownership on the tangible xed assets. Land and buildings Depreciation takes place in accordance with the component method, based on the following components: 1. Shell 60 years 2. Scaling down 36 years 3. Interior elements 10 / 18 years 4. Technical systems 5 / 9 / 18 years 5. Temporary housing 5 / 10 years 6. Grounds 10 / 20 years 7. EUC building 40 years Accelerated depreciation takes place on assets of buildings for which renovation or demolition is planned. Other tangible xed assets are valued at acquisition or manufacturing price, including directly attributable costs, less straight-line depreciation over the expected future useful life, or lower value in use. The manufacturing price consists of the purchase costs of raw and auxiliary materials and costs that are directly attributable to the production, including installation costs. Inventory, equipment (incl initial setting up) EUR applies an activation threshold for a movable property with a purchase value of more than k €15.0. The depreciation periods in years depend on the type of investment and vary from 3 to 15 years. If a planned bulk purchase takes place > = k €200.0 from 1 quotation order, this will be capitalised and depreciated in accordance with

the appropriate asset class based on the economic life. Subsidies on investments are deducted from the purchase or manufacturing price of the assets to which the subsidies relate.

Financial xed assets Participating interests Participating interests where signi cant in uence can be exercised are valued according to the net asset value method. In any case, signi cant in uence is presumed to be present when 20% or more of the voting rights can be cast. The net asset value is calculated in accordance with the principles that apply to the consolidated annual accounts; for participating interests for which insu cient information is available to adjust these principles, the valuation principles of the relevant participating interest are used. If the valuation of a participating interest according to the net asset value is negative, it is valued at nil. If and insofar as EUR in this situation is wholly or partly responsible for the debts of the participating interest, or if it has the rm intention to enable the participating interest to pay its debts, a provision is made or any receivable is written o . The initial valuation of purchased participating interests is based on the fair value of the identi able assets and liabilities at the time of acquisition. Based on the values at initial valuation, the principles that apply to the consolidated annual accounts are applied for the subsequent valuation. Participating interests over which no signi cant in uence can be exercised are valued at acquisition price. If there is a permanent impairment, valuation takes place at this lower value; downward revaluation is charged to the result. Receivables The receivables recognised under nancial xed assets are intended to serve the business in a sustainable manner. The receivables recognised under nancial xed assets are initially valued at the fair value of the consideration, after that they are valued at amortised cost based on the e ective interest rate. If there is no premium or discount and transaction costs, this valuation is equal to the nominal value.

Inventories The valuation basis for inventories is valued in accordance with the FIFO method at the lower of cost or net realisable value.

Receivables General Current liabilities are valued at the fair value of the consideration (often nominal value). Provision for bad debts is deducted from the book value of the receivable. The position of the provision is determined statically. Ministry of Education, Culture and Science receivables Current receivables also include a cash discount applied to the central government grant by the Ministry of Education, Culture and Science. This concerns the part of the central government grant that will not be paid until the following calendar year. The Ministry of Education, Culture and Science also granted compensation in 2009 and 2010 for the introduction of the bachelor-master structure in the period 2003-2008. This compensation will be paid in the period 2011-2021 via the central government grant. This payment is classi ed as a long-term receivable.

Work in progress commissioned by third parties The valuation of work in progress concerns the amounts received less direct material and labour costs, with a surcharge for service-related indirect xed and variable costs, possibly increased by a surcharge for indirect costs, in particular for housing, administration and general management. The allocation of revenues, costs and pro t for taking on work in progress takes place in proportion to the work performed during the execution of the work (percentage of completion method) on the balance sheet date on the basis of the project costs incurred up to the balance sheet date in proportion to the estimated total project costs. Expenses related to project costs that lead to performance after the balance sheet date are recognised as assets if it is probable that they will generate revenue in a subsequent period. Expected losses on work in progress are immediately recognised as an expense in the statement of income and expenditure. Depending on the balance, a project in progress is recognised in the balance sheet under ‘Valuation of projects in progress’ (assets) or ‘Project invoices paid in advance and received’ (liabilities). Expected losses on work in progress are recognised directly in the period in which it is established that there is a loss-making project. If there is an own contribution in a project from the central government grant (co- nancing), this is not considered a loss.

Marketable securities Marketable securities that belong to the trading portfolio are valued at fair value, usually the closing price. Changes in value are recognised directly in the result. EUR has an approved treasury statute. In terms of public funds, the scheme for investing, borrowing and derivatives is fully complied with. Investments are made with at least a guaranteed principal amount. EUR only invests with institutions with at least an A rating.

Cash and banks Cash and banks consist of cash, bank balances and deposits that fall due on demand with a term of less than twelve months. Valuation takes place at nominal value.

Equity Equity consists of general reserves and designated reserves and/or funds. Public and private resources are segmented. The special-purpose reserves are reserves with a limited spending option, made by the board. The special-purpose funds are reserves with a more limited spending option, made by third parties.

Provisions General Provisions include: sta provisions, provisions for loss-making contracts, provisions for environmental obligations and risks and provisions for demolition costs. Provisions are formed for legally enforceable or actual obligations and losses that exist on the balance sheet date, the size of which is uncertain but can be estimated reliably and it is probable that an out ow of resources will be required to settle the obligation. The provisions are valued at the nominal value of the expenditure that is expected to be necessary to settle the obligations, unless stated otherwise.

Sta provisions EUR complies with the annual reporting guideline with regard to the formation of a provision for sta provisions that is valued at the discounted value. EUR makes provisions for obligations arising from reorganisations about which the competent authority has made a decision and communicated this before the balance sheet date. The obligations consist of future tide-over allowance costs that may arise as a result of the reorganisations and of the costs of social plans and other regulations that are aimed on the one hand at the prevention of compulsory redundancies and on the other hand at the reduction of bene t costs, as well as expenses related to sta who are exempt from performance. Obligations arising from non-reorganisations are accounted for under the social policy, reorganisation and legal status provision. The provision is valued at the discounted value. The interest rate this year has been determined on the basis of participation in the lending capacity based on treasury banking increased by 0.1%. Environmental obligations and risks and demolition costs The provision for environmental obligations and risks and the provision for demolition costs are valued at nominal value.

Long-term liabilities Debts with a remaining term of more than one year are designated as long-term liabilities. The repayment amount for the current year is recognised under current liabilities. Long-term liabilities are initially recognised at fair value and subsequently valued at amortised cost. The initial valuation consists of the amount received, taking into account the premium or discount and less transaction costs. The di erence between the determined book value and the nal redemption value, together with the interest due, is determined in such a way that the e ective interest is recognised in the statement of income and expenditure during the term of the debts.

Current liabilities Current liabilities are initially recognised at fair value and subsequently valued at amortised cost.

Accounting principles for determining the result General The income and expenditure are allocated to the nancial year to which they relate. Pro ts are only recognised to the extent that they have been realised on the balance sheet date. Losses and risks that originate before the end of the reporting year are taken into account if they have been announced before the adoption of the annual accounts.

Revenue recognition Central government grants, other government grants and subsidies The central government grant (lump sum) is recognised in the income at fair value on the basis of the annual allocation. Tuition and course fees Tuition fees are recognised in income at fair value and allocated to the year to which they relate, assuming that regular teaching duties are spread evenly over the academic year. Provision of services Revenue from the provision of services is recognised in income at fair value and in proportion to the services rendered. This means that the recognised amount is based on the services rendered up to the balance sheet date, in proportion to the total services to be provided. Project revenue and project costs For projects in progress, the result of which can be reliably determined, the project income at fair value is recognised as income from work commissioned by third parties. The project costs are included in the statement of income and expenditure, in proportion to the performances delivered on the balance sheet date (this is according to the ‘Percentage of Completion’ method, or the PoC method). The progress of the work performed is determined on the basis of the project costs incurred up to the balance sheet date in proportion to the estimated total project costs. If the result cannot (yet) be reliably estimated, the income is recognised as income from work commissioned by third parties in the statement of income and expenditure up to the amount of the project costs incurred, which can probably be recovered; the project costs are included in the statement of income and expenditure in the period in which they were incurred. As soon as the result can be reliably determined, revenue is recognised according to the PoC method in proportion to the services performed on the balance sheet date. The result is determined as the di erence between the project revenues and project costs. Project revenues are the contractually agreed amounts including additional and less work, claims and compensation. Insofar as it is probable that these will be realised and can be reliably determined. Project costs are the direct, indirect and allocated costs relating to the activities that can be contractually allocated to the client. If it is likely that the total project costs will exceed the total project revenues, the expected losses are immediately recognised in the statement of income and expenditure, directly in the projects in progress balance.

Other income Other income consists of income from rental, secondment of sta , donations, sponsorships, participant contributions, student contributions and other income and is recognised at fair value in the income. 97

Central government subsidies Operating subsidies are recognised as income in the statement of income and expenditure in the year in which the subsidised costs were incurred or revenues were lost, or when a subsidised operating de cit occurred. The income is recognised at fair value if it is likely that it will be received and the institution can demonstrate the conditions for receipt. Subsidies related to investments in tangible xed assets are deducted from the related asset.

Depreciation Intangible and tangible xed assets are depreciated on a lapsed time and straight-line basis. The buildings included under tangible xed assets are depreciated over the expected future useful life of the asset from the moment of delivery. Land is not depreciated. Tangible xed assets are depreciated from the time they are rst put to use. If the estimated economic life changes, the future depreciation is adjusted. Book gains and losses on the sale of tangible xed assets are included under depreciation costs.

Sta remuneration Sta remuneration Wages, salaries and social security contributions are included in the statement of income and expenditure on the basis of the employment conditions insofar as they are due to employees. Allocation takes place on the basis of the performances delivered. While not yet paid, the employee remuneration is recognised as a liability on the balance sheet. If the amounts already paid exceed the remuneration payable, the excess is recognised as an accrued asset insofar as the amounts will be repaid by the sta member or deducted from future payments by EUR. Other sta costs Other sta costs, saved leave and anniversaries, etc are recognised or accrued as soon as the obligation arises. Pension The pension contributions are accounted for as sta costs when they are due. Prepaid contributions are recognised as other current assets if this results in a refund or a reduction in future payments. EUR has a pension scheme with ABP pension fund, which is classi ed as a de ned bene t scheme. On the basis of the implementing agreement with this fund and the pension agreement with the employees, EUR has in principle no obligation other than the payment of the pension contributions owed annually. If the funding position becomes so low, ABP pension fund can, among other things, charge a surcharge on the contribution. The actual funding position on the balance sheet date was 97.8%. The average funding position over 2019 was 95.8%.

Financial income and expenditure Interest received and interest payable Interest received and interest payable is recognised on a lapsed time basis, taking into account the e ective interest rate of the assets and liabilities in question. When processing the interest, the transaction costs on the loans are taken into account. The interest obligations of the current loans and lease obligations are also included in nancial income and expenditure.

Value adjustments of nancial xed assets and marketable securities Value adjustments of marketable securities that belong to the trading book are recognised directly in nancial income and expenditure.

Financial lease The leased property (and the related liability) is recognised in the balance sheet at the start of the lease term at the fair value of the leased property or, if lower, at the discounted value of the minimum lease payments. Both values are determined at the time the lease is entered into. The interest rate applied in calculating the discounted value is the implicit interest rate. If this interest rate cannot be determined practically, the marginal interest rate is applied. The initial direct costs are recognised in the initial valuation of the leased property. The lease payments are split into interest paid and repayment of the outstanding lease obligation. The interest paid is allocated during the lease term to each period so as to result in a constant periodic interest rate on the remaining net liability related to the nance lease. Conditional lease payments are recognised as expenditure in the period that the conditions for payment are met.

The share in the result of non-consolidated participations in which there is a participating interest The result of participating interests, in which signi cant in uence is exercised over the business and nancial policy, is recognised as the share of the result of the participating interests accruing to the institution. This result is determined in line with the accounting principles applied by EUR. With regard to companies in which no signi cant in uence is exercised over the business and nancial policy, the dividend is considered as the result. This is accounted for under nancial income and expenditure.

Explanatory Note to the consolidated balance sheet Fixed assets 1.1 Intangible xed assets M€ 4,9 - (2018: M€ 4,1)

Purchase price Cumulative depreciation and impairment Carrying amount on 1 January 2019 Investments Disinvestments Movements Depreciation Depreciation on disinvestments Purchase price Cumulative depreciation and impairment Carrying amount on 31 December 2019

costs 0.4 -0.2 0.2 0.0 -0.1 0.0 -0.1 0.1 0.3 -0.2 0.1

from Intellectual Property 8.8 ‑4.9 3.9 1.9 -0.1 0.0 ‑1.0 0.1 10.6 ‑5.8 4.8

9.2 ‑5.1 4.1 1.9 -0.2 0.0 ‑1.1 0.2 10.9 ‑6.0 4.9

1.2 Tangible xed assets M€ 260,7 - (2018: M€ 268,9)

Buildings Inventory and app (incl initial and land setting up) 402.2 38.3 ‑160.6 ‑19.7

Work in progress and Total advance payments 8.7 449.2 0.0 ‑180.3

241.6

18.6

8.7 268.9

0.6 -0.6 6.7 ‑13.8 0.6

2.5 ‑4.0 0.8 ‑4.9 4.0

7.4 10.5 0.0 ‑4.6 ‑7.5 0.0 0.0 ‑18.7 0.0 4.6

408.9 ‑173.7

37.6 ‑20.6

8.5 455.0 0.0 ‑194.3

235.1

17.0

8.5 260.7

In 2014, EUR entered into a nancial lease contract with the Municipality of Rotterdam for an educational building with a term of 40 years. The net investment as accounted for in the Buildings and lands item in 2014 amounted to M €9.5. This property does not legally belong to EUR.

100

The WOZ value (the value under the Valuation of Immovable Property Act) and insured value of buildings/land, operating equipment/inventory and books/media collection: (in M€) The WOZ value (the value under the Valuation of Immovable Property Act) and insured value of buildings/land, operating equipment/inventory and books/media collection: (in M€)

WOZ Reference Insured Reference date date value value 340.2 2018 490.1 2017 150.8 2017 20.2 2017

Buildings and land Operating equipment and inventory Books/media collection

1.3 Financial xed assets M€ 1,2 - (2018: M€ 1,9)

M€1.2 - (2018: M€1.9)

Carrying Investments and amount on 1 Jan provision of loans 2019 Receivables from other participating 0.2 0.0 interests1 Receivables from the Department for 1.6 0.0 Education, Culture and Science Other receivables3 0.1 0.0 1.9 0.0

Disinvestments Carrying amount and loans taken on 31 Dec 2019 out -0.1 0.1 -0.6

1.0

0.0 ‑0.7

0.1 1.2

1 Academie voor Medisch Specialisten B.V. 2 A receivable from the Ministry of Education, Culture and Science is recognised here on account of BAMA compensation. 3 Loans to ISS PhD students.

Current assets 1.4 Inventories M€ 0,1 - (2018: M€ 0,1)

Consumer goods

2019 0.1

2018 0.1

1.5 Receivables M€34.3 - (2018: M€34.6) Recognised under the receivables:

Debtors Department for Education, Culture and Science 1 Municipalities and GRs (outsourcing in accordance with the Intermunicipal Statutory Regulations Act) Students/participants/course participants

101

2019 11.5 0.9 0.1 1.1

2018 15.6 1.1 0.3

1.2

Valuation of projects in progress Other receivables Provision for bad debts Prepaid expenses Advances granted Other current assets

2019 2018 5.6 3.6 0.3 0.3 ‑1.3 ‑1.3 18.2 20.8 5.4 5.0 0.4 0.4 10.3 8.4 16.1 13.8 34.3 34.6

1 The receivable from the Ministry of Education, Culture and Science consists of the cash reduction balance M€0.2 (2018: M€0.4) and BAMA compensation M€0.7 (2018: M€0.7).

All receivables have maturities of less than one year.

1.6 Cash and banks M€127.3 - (2018: M€114.2). The cash and banks balance includes the following:

M€127.3 - (2018: M€114.2). The cash and banks balance includes the following: Assets in bank accounts Treasury banking

2019 58.9 68.4

2018 57.1 57.1

In connection with a bank guarantee issued by RSM B.V. an amount of M €0.2 is not freely available to EUR.

2.1 Equity M€242.4 - (2018: M€270.5). Equity consists of the general reserve and the special-purpose reserves and funds (divided into public or private).

M€242.4 - (2018: M€270.5). Equity consists of the general reserve and the special-purpose reserves and funds (divided into public or private).

General reserve Special-purpose reserve (public) Strategic Innovation Budget1 Funds arising from sector deliberations Reserve related to the capital represented by immovable property2 Investment reserve Dividend RSM B.V. Replacement reserves Overige3 Special-purpose reserve (private) EUR Holding B.V. Rotterdam School of Management B.V.

102

Position on Movements Results Position 1 Jan 2019 on 31 Dec 2019 110.6 8.5 ‑26.9 92.2 22.6 ‑6.8 0.0 15.8 2.6 0.0 -0.3 2.3 72.9 0.0 0.0 72.9 2.4 -0.2 -0.4 1.8 0.8 0.0 0.0 0.8 0.1 0.0 -0.1 0.0 20.8 ‑1.1 -0.5 19.2 122.2 ‑8.1 ‑1.3 112.8 25.2 -0.4 -0.1 24.7 11.0 0.0 0.2 11.2

M€242.4 - (2018: M€270.5). Equity consists of the general reserve and the special-purpose reserves and funds (divided into public or private). Special-purpose fund (private) Tinbergen Institute Other statutory reserves EUR Holding B.V. Erasmus Sport Centre Erasmus Sport Accommodations

36.2 0.4 0.2 0.9 0.0 1.1 270.5

‑0.4

0.1 0.1 -0.1 0.0 0.0 ‑0.1 -28.1

35.9 0.5 0.1 0.9 0.0 1.0 242.4

0.0 0.0 0.0 0.0 0.0 0.0

1 The special-purpose reserve for the strategic innovation budget is intended to nance initiatives related to EUR's strategy. These initiatives have started, but have been delayed. The budget that has not yet been spent is reserved on the balance sheet. The largest reservations (reservations > M€1.0 are explained): ■ Research Excellence Initiatives. Several research projects have been started to strengthen the university's research pro le. The remaining budget that will be spent in the coming years has been reserved (M€4.1); ■ M€1.5 is reserved for supporting research in the pedagogical eld; ■ In the partnership between Leiden University, TU Delft and Erasmus University Rotterdam, it has been agreed that each participating university will reserve an amount to absorb uctuations in the operation (M€1.5); ■ To support research in general, an amount of M€1.3 has been reserved on the balance sheet. 2 The special-purpose reserve of capital from immoveable property arose when the properties were transferred from the Ministry of Education, Culture and Science. The amount represents the value that was then assigned to the properties. 3 The largest reservations (reservations > M€1.0 are explained): ■ Pre nancing for Erasmus University College (EUC). The EUC has start-up costs. To cover these, a reservation is made on the balance sheet (M€6.0); ■ Research support. Erasmus University wants to strengthen support when applying for grants. This requires investments in systems and in the organisation. An amount has been reserved for this (M€2.9); ■ Student grant advances. The student grant advances are earmarked funds. Plans have been made that have been coordinated with the participation bodies. Some of these have been delayed. The associated budget has been reserved and will still be spent in line with the plans. (M€3.2); ■ EUR fellows are talented researchers who receive additional nancial support from the university. An amount of M€2.5 has been reserved for this.

Het garantievermogen is gelijk aan het eigen vermogen. De bedragen in de kolom mutatie hebben grotendeels betrekking op: Bijstelling bestemde reserves strategische ruimte M€ 6,8 en overige reserveringen M€ 1,1 ten gunste van de algemene reserve; Dividenduitkering door EUR Holding B.V. aan de EUR ad M€ 0,4.

Reconciliation of the consolidated equity with the company equity The consolidated equity di ers from the equity in the company annual accounts. This di erence is set out in the table below. Company equity

103

Position on 1 Jan 2019 269.6

Movements 0.0

Results ‑ 28.1

Position on 31 Dec 2019 241.5

Erasmus Sport Centre Erasmus Sport Accommodations

Position on 1 Jan 2019 0.9 0.0

Movements 0.0 0.0

Results 0.0 0.0

Position on 31 Dec 2019 0.9 0.0

2.2 Provisions M€21.3 - (2018: M€23.4). The movements in the provisions are as follows: Position on 1 January 2019 Additions Changes to/unwinding of the discount rate Releases Withdrawals Position on 31 December 2019 Current part <1 year Long-term part >1 year

Sta provisions 13.7 7.0 0.2 ‑ 1.2 ‑ 6.4 13.3 5.7 7.6

Environmental provisions 7.7 0.2 0.3 0.0 -0.2 8.0 0.0 8.0

Demolition provisions Total 2.0 23.4 0.0 7.2 0.0 0.5 ‑ 2.0 ‑ 3.2 0.0 ‑ 6.6 0.0 21.3 0.0 5.7 0.0 15.6

Sta provisions The sta provisions are divided as follows:

Position Additions Changes to/unwinding of Releases Withdrawals Position Current discount rate part

on 1 Jan

2019 2.4 2.4

1.4 1.8

0.0 0.0

0.0 -0.8

‑ 1.7 ‑ 1.5

4.2

0.8

0.0

-0.3

‑ 0.9

3.8

1.7

3.2 0.7 0.4 0.4 13.7

0.1 0.8 2.1 0.0 7.0

0.2 0.0 0.0 0.0 0.2

0.0 -0.1 0.0 0.0 ‑ 1.2

-0.3 -0.3 ‑ 1.3 -0.4 ‑ 6.4

3.2 1.1 1.2 0.0 13.3

0.2 0.6 1.1 0.0 5.7

Unemployment contributions Social policy, reorganisation and consequences Accumulate leave and sabbatical leave Provision for anniversaries Transition fee Long-term sick Other

on 31 <1 year Dec 2019 2019 2.1 1.1 1.9 1.0

A discount rate of 0.2% is recognised for long-term sta obligations (15 years) (2018: 0.7%).

2.3 Long-term liabilities M€ 8,6 - (2018: M€ 8,7)

Legal obligations

Other

Total

Position on 1 January 2019 Movements Long term on 31 December 2019

to municipalities 8.2 -0.2 8.0

0.5 0.1 0.6

8.7 ‑ 0.1 8.6

104

Term > 5 years

Legal obligations 7.1

Other 0.6

Total 7.7

Repayment obligations within 12 months after the end of the nancial year in the amount of M€0.2 are not included in the aforementioned amounts, but are recognised under current liabilities.

Legal obligations In 2014, EUR entered into a nancial lease contract with the Municipality of Rotterdam for a property, with a term of 40 years.

Other long-term liabilities Tinbergen Institute At the end of 2019, the long-term obligation with regard to the Tinbergen Institute is M€0.6. The cooperation agreement between the participating parties (EUR, VU, UVA) includes the distribution of surpluses and/or shortages.

2.4 Current liabilities M€156.2 - (2018: M€121.3). These liabilities are as follows: Creditors Municipalities and GRs (outsourcing in accordance with the Intermunicipal Statutory Regulations Act) Instalments for projects invoiced in advance and received1 Taxes and social insurance contributions Liabilities relating to pensions Other current liabilities Tuition and study fees received in advance Income received in advance Sector funds received in advance Holiday pay and days Costs still payable2 Other current liabilities

2019 16.5 0.3 26.4 16.4 2.8 0.1 49.9 3.2 1.6 15.8 23.2 0.0

2018 17.7 0.5 21.9 1.2 2.5 0.2 62.5 48.5 3.6 0.0 14.9 9.2 1.1 93.7 156.2

1 The balance for project costs claimed in advance is recognised under instalments for projects invoiced in advance and received. 2 A balance for housing costs of M€0.9 (2018 M€1.3) is recognised under costs still payable.

105

44.0 77.3 121.3

Rights and obligations not included in the balance sheet Rights not recognised EUR has various rental agreements with external parties. In total this regards M€4.0.

Guarantees not recognised The cooperation agreement with Samenwerking Short Stay (SSH) Utrecht stipulates that until 1 September 2027, EUR guarantees M€0.1 per year for the costs of vacant housing for international students. EUR will match any subsidies to be granted by NWO-WOTRO in the context of Sustainable Development Goals to be granted for an annual amount of M€0.1 up to and including 2020. RSM B.V. has provided a bank guarantee under which RSM B.V. guarantees the costs resulting from unpaid course fees by participants in the RSM MBA programme. The total guarantee regards an amount of M€0.2.

Obligations not recognised Other obligations not recognised in the balance sheet EUR has an agreement with ENGIE Energie B.V. regarding performance-oriented technical maintenance and management. The annual costs are M€1.9. EUR has concluded a contract with Asito B.V. for cleaning work. The annual costs are M€3.9. Fiscal entity EUR Holding B.V. and its operating companies and RSM B.V. are part of the scal entity for company tax and sales tax purposes together with Erasmus University Rotterdam. Under the Collection of State Taxes Act, the company is jointly and severally liable for the taxes owed by the group. Rights Guarantees Obligations not recognised Housing rental Equipment rental Software licences Publishers’ licences Investments Claims Other obligations not recognised in the balance sheet Total obligations

106

Shorter than 1 year 1.8 0.6 0.7 0.0 2.0 0.5 2.1 5.1 13.6

Between 1 and 5 years 3.6 1.3 2.5 0.0 2.1 0.2 0.9 0.0 9.9

Longer than 5 years 0.1 0.3 1.7 0.0 0.0 0.0 0.0 0.0 0.0

Total on 31 Dec 2019 5.5 2.2 4.9 0.0 4.1 0.7 3.0 5.1 23.5

24.0

15.6

1.7

41.3

Explanatory note to the consolidated statement of income and expenditure 3.1 Central government grants M€ 311,7 - (2018: M€ 300,3) Central government grants from the Department for Education, Culture and Science Less: income transfers from central government grants

404.0

391.4

‑ 92.3

‑ 91.1 300.3

311.7

The central government grant granted by the Ministry of Education, Culture and Science was M€406.3 in 2019. An adjustment of the receivable from the Ministry of Education, Culture and Science under the Bama compensation of M€0.6, a cash reduction payment of M€0.2 and sector funds for university research in Social Sciences and Humanities, SSH in the amount of M€1.6 was deducted directly from this. The allocated central government grant for the workshop function AZ in the amount of M€92.3 was deducted from the central government grant.

3.2 Study, course, tuition and examination fees M€ 62,4 - (2018: M€ 61,2) Tuition fees

2019 62.4

2018 61.2

Compared to 2018, the tuition fees show an increase of M€1.2, which is partly due to a combination of an increase in the tuition fee rate and more enrolments.

3.3 Income from work commissioned by third parties M€205.0 - (2018: M€191.6). All revenue arising from the service projects is accounted for in income from work commissioned by third parties pro rata to the time spent. Contract education Contract research Other non-pro t organisations Companies and other National authorities International organisations NWO (excl ZonMw) Other

2019 29.2 46.8 13.1 29.7 29.5

2018 47.9

50.2 28.9 41.3 8.6 27.7 24.0

148.3 8.8 205.0

130.5 10.9 191.6

3.4 Other income M€101.7 - (2018: M€96.3). This revenue is divided as follows: Rental Secondment of sta Gifts

107

2019 3.8 19.9 0.3

2018 3.8 20.3 0.4

Sponsorships Participants’ contributions Students’ contributions Catering Other

2019 0.7 0.7 2.0 0.1 74.2 101.7

Speci cation of other income - other Pro Rata VAT Contributions from third parties1 Revenue arising from services rendered Other

2018 0.6 0.6 2.0 0.1 68.5 96.3 2019 0.9 57.4 13.0 2.9 74.2

2018 0.6 51.3 13.6 3.0 68.5

1 M€52.2 (2018: M€45.5) of the balance in the amount of M€57.4 (2018: M€51.3) stated below relates to other Erasmus MC income. Based on the CAP Gemini model, Erasmus MC allocated M€26.9 (2018: M€26.6) of the central government grant it received for the workshop function to the R&D activities and recognised this as other income in the annual accounts.

4.1 Sta costs M€467.7 - (2018: M€425.6). Sta expenditure is as follows: Wages and salaries Social charges Pension costs Additions to sta provisions1 External employees Other Other sta costs Less: payments

2019 317.8 38.0 46.7

2018 294.6 35.1 40.3 402.5

6.7 37.8 23.3

370.0

5.3 33.0 19.7 67.8 ‑ 2.6 467.7

58.0 ‑ 2.4 425.6

1 Additions to sta provisions, being the balance of the additions, releases and changes in/unwinding of the discount rate. An amount of M€0.7 from Erasmus MC is recognised here.

Sta structure Average number of FTEs EUR sec EUR Holding B.V. RSM B.V. Erasmus Sport Centre Erasmus Sport Accommodations Erasmus MC (not employed by EUR) Total

2019 2,474 248 114 17 0 2,387 5,239

2018 2,343 249 103 17 0 2,23 4,941

The reports regarding Erasmus MC employees, including the companies consolidated therein, are included in the Erasmus MC annual accounts.

4.2 Depreciation 108

M€ 37,2 - (2018: M€ 33,1) Intangible xed assets Tangible xed assets1

2019 1.0 36.2 37.2

2018 1.1 32.0 33.1

1 An amount of M€8.3 and M€9.2 for depreciation and equipment at Erasmus MC is recognised here.

4.3 Housing costs M€ 27,3 - (2018: M€ 29,4) Rental Insurance Maintenance Energy and water Cleaning costs Taxes and levies Other Speci cation of housing costs - other Environmental obligations and risks1 Demolition provisions Security and safety Other

2019 2.6 0.3 10.6 6.2 4.0 3.4 0.2 27.3

2018 2.7 0.2 9.1 7.5 3.7 3.5 2.7 29.4 2019 0.1 ‑ 2.0 1.7 0.4 0.2

2018 0.1 0.2 1.8 0.6 2.7

2019 0.1 ‑ 2.0 1.7 0.4 0.2

2018 0.1 0.2 1.8 0.6 2.7

2019 24.3 19.4 17.6 23.0 13.8 7.7 1.3

2018 44.6 17.9 14.0 23.9 10.7 7.8 1.2

1 Hieronder is een vrijval van M€ 0,4 van het Erasmus MC opgenomen.

4.4 Other expenditure M€ 157,8 - (2018: M€ 153,3) Speci cation of housing costs - other Environmental obligations and risks1 Demolition provisions Security and safety Other 1 An amount of M€14.0 from Erasmus MC is recognised here. 2 An amount of M€47.1 from Erasmus MC is recognised here. Speci cation other expenditure - other Products and consumables Subsidies Travel and accommodation expenses Outsourced work General costs Books, journals, etc Org and legal recommendations

109

Speci cation other expenditure - other Representation expenses Other

2019 4.4 19.8 131.3

2018 4.4 9.8 134.3

The following fees have been charged to the company, its subsidiaries and other companies that it consolidates, by audit rms, as referred to in Articles 2:382a(1) and (2) of the Dutch Civil Code. Amounts in k€

External auditor fees in Deloitte

External auditor fees in Deloitte (Netwerk *1)

Fee paid to other audit rms (for network plus approach)

Total in 2019

(Basic activities) - Auditing of the annual 408.3 accounts - Other audit 194.8 engagements - Advisory services with 0.0 regard to taxes - Other services 0.0 Total 603.1

0.0

23.5

431.8

0.0

27.2

222.0

31.5

2.5

34.0

300.5 332.0

155.0 208.2

455.5 1143.3

Amounts in k€

External auditor fees in Deloitte (Netwerk *1)

External auditor fees in Deloitte

(Basic activities) - Auditing of the annual 441.3 accounts - Other audit 101.0 engagements - Advisory services with 0.0 regard to taxes - Other services 0.0 Total 542.3

Fee paid to other audit rms (for network plus approach)

Total in 2018

0.0

29.5

470.8

0.0

11.9

112.9

12.7

0.0

12.7

169.0 181.7

224.9 266.3

393.9 990.3

* The above amounts were charged to the EUR result in 2019 on the basis of the nancial year in which they were carried out.

EUR applies the Network-Plus approach in the overview above. Deloitte Network *1: included under network *1: Deloitte Consulting, Deloitte Belastingadviseurs and any foreign Deloitte organisations.

5 Financial income and expenditure M€ -0,3 - (2018: M€ -0,2) Interest received Value adjustments of nancial xed assets and marketable securities* Interest paid * An amount of M€0.4 from Erasmus MC is recognised here.

6 Taxes M€ 0,1 – (2018: M€ 0,6)

110

2019 0.3 -0.5 -0.1 ‑ 0.3

2018 0.3 -0.4 -0.1 -0.2

Taxes

2019 0.1

2018 0.6

The mandatory corporate income tax payable by EUR Holding B.V. (M€0.05) and RSM B.V. (M€0.05) is accounted for here.

7 Share of third parties in group result M€ 18,5 - (2018: M€ 11,7) Erasmus MC

2019 18.5

2018 11.7

Events after the balance sheet date The outbreak of the coronavirus (COVID-19), a virus that causes potentially fatal respiratory infections, started in China (Wuhan) and then spread to Europe and the rest of the world. Due to the rapid spread of the virus and the accompanying emergency measures imposed by the governments of the a ected countries, this virus has an impact on economic conditions worldwide. The duration of the measures taken will depend on the development of the virus outbreak. In line with the government's imposed measures, EUR has redesigned its activities and kept activities on campus to a minimum. Lectures are provided online and students and sta work from home as much as possible. The question is how big the impact will be and how it will a ect the university's nancial position. The question is also what is the expected impact on the turnover, the result, the liquidity and the equity of EUR. An assessment shows that the nancial e ects of the coronacrisis (especially in the long term) are di cult to estimate. Estimates therefore have considerable uncertainties and di er signi cantly between the faculties, which also applies to the universities themselves. The expectations are dynamic and subject to adjustments. Developments in the crisis and the national agreements that have been made with regard to compensation, for instance, make the estimates subject to interim changes. The rst estimate is that the expected e ects of covid-19 in 2020 will be between M€8.0 - M€11.0 for the faculties and professional services on Campus Woudestein. The impact on the Woudestein companies in 2020 amounts to approximately M€5.0. However, the estimates are early estimates that still contain high levels of uncertainty. The negative impact on the result is caused by the expected loss of income, in particular due to less in ux of (international) students, and additional costs. The expected additional costs are mainly caused by additional costs for Student Housing, delays in research projects and extra IT costs and more use of employment agencies. Based on the current estimate, it is concluded that the continuity of EUR Woudestein, EUR Holding B.V. with its operating companies and RSM B.V. is guaranteed. EUR's own funds are su cient to absorb the negative e ects of the coronacrisis. EUR Woudestein also has su cient liquidity to absorb the additional costs. While the current estimate of the nancial impact does provide a picture, it is premature to draw any conclusions from this. The nancial impact will therefore be further monitored and analysed.

Consolidated parties Name

EUR Holding B.V. 111

Legal Registered Participation Code Equity Result Turnover Art Consolidation form % * Act on 31 in in 2019 2:403 Dec 2019 Dutch 2019 Civil Code o ce BV Rotterdam

100

24.8

-0.2

35.8

Yes

Name

Consolidated acquisitions of EUR Holding B.V. Corporate Communication Centre (CCC) B.V. Erasmus Marketing Institute (EMI) B.V. Instituut SMO B.V. Fiscaal Economisch Instituut (FEI) B.V. Erasmus Academie B.V. Erasmus University Centre for Contract Research and Business Support (ERBS) B.V. Erasmus Universiteit Rotterdam Accountancy, Auditing en Controlling (EURAC) B.V. RISBO Contractresearch B.V. Sociaal-Economisch Onderzoek Rotterdam (SEOR) B.V. Institute for Housing and Urban Development Studies (IHS) B.V. Erasmus Centre for Urban, Port and Transport Economics (EUPT) B.V. Erasmus SmartPort Rotterdam (ESPR) B.V. Erasmus Centre for Entrepreueurship B.V. Holland Entrepreneurship (ECE) B.V. Erasmus Centrum voor Zorgbestuur B.V. (ECZ B.V.) Institute for Medical Technology Assessment (iMTA) B.V. Dutch Research Institute for Transitions (DRIFT) B.V. Erasmus Institute for Business Economics (EIBE) B.V.

112

Legal Registered Participation Code Equity Result Turnover Art Consolidation form % * Act on 31 in in 2019 2:403 Dec 2019 Dutch 2019 Civil Code BV Rotterdam

100

1.2

0.9

0.0

0.9

Yes

BV Rotterdam

100

0.1

-0.1

0.0

Yes

BV The Hague BV Rotterdam

100 100

2 1

0.1 1.1

-0.1 0.0

0.1 0.2

No No

Yes Yes

BV Rotterdam

100

1.2

0.0

3.0

Yes

BV Rotterdam

100

0.2

-0.1

1.3

Yes

BV Rotterdam

100

1.2

5.6

0.5

9.6

Yes

BV Rotterdam

100

1.8

0.1

1.0

Yes

BV Rotterdam

100

0.6

0.0

0.9

Yes

BV Rotterdam

100

1.2

5.9

0.1

0.2

Yes

BV Rotterdam

100

1.2

1.0

0.1

1.8

Yes

BV Rotterdam

100

1.2

0.6

0.0

0.8

Yes

BV Rotterdam

100

1.2

0.1

0.0

1.0

Yes

BV Rotterdam

100

2.0

0.1

2.4

Yes

BV Rotterdam

100

1.5

0.1

1.4

Yes

BV Rotterdam

100

1.2

0.6

0.0

2.1

Yes

BV Rotterdam

100

1.2

-0.6

0.0

Yes

Name

Legal Registered Participation Code Equity Result Turnover Art Consolidation form % * Act on 31 in in 2019 2:403 Dec 2019 Dutch 2019 Civil Code BV Rotterdam 100 3 0.6 0.1 0.0 No Yes BV Rotterdam 100 2 0.1 0.0 1.5 No Yes BV Rotterdam 100 1 -0.8 -0.2 0.4 No Yes BV Rotterdam 100 1.2 11.2 0.2 21.2 No Yes

EURFlex B.V. EQI B.V. ESL ExEd B.V. RSM B.V. Consolidated acquisitions of RSM B.V. RSM Executive BV Rotterdam Education B.V. Erasmus MC O&O BV Rotterdam Holding B.V. Consolidated acquisitions of Erasmus MC O&O Holding B.V. Sophia Research B.V. BV Rotterdam Thoraxcentrum BV Rotterdam Research B.V. ViroNovative B.V. BV Rotterdam Eurza Arbo B.V. BV Rotterdam Neurasmus B.V. BV Rotterdam Erasmus MC BV Rotterdam Diabetesstation B.V. Erasmus MC BV Rotterdam Schiermonnikoog B.V. MI&EUR BV Rotterdam Implementation and Exploitation B.V. Erasmus Sport Centre Stichting Rotterdam Erasmus SportStichting Rotterdam accommodaties Universitair Historisch Stichting Rotterdam Kabinet van de Erasmus Universiteit

100

0.4

0.1

0.6

Yes

100

16.2

1.7

0.1

Yes

100 100

2 2

8.7 4.2

1.3 0.3

27.4 5.5

No No

Yes Yes

100 100 100 78

2 2 2 2

1.5 0.0 0.0 0.0

0.1 0.0 0.0 0.0

1.4 0.0 0.4 0.0

No No No No

Yes Yes Yes Yes

100

0.0

Yes

100

1.1

0.0

0.2

Yes

0 0

3 3

0.9 0.0

0.0 0.0

3.0 0.0

No No

Yes Yes

0.0

Yes

*Code activities: 1 = Contract education, 2 = Contract research, 3 = Other

113

Company balance sheet on 31 December 2019 after pro t appropriation in M€ 1. 1.1 1.2 1.3 1.4 1.5 1.6 2. 2.1 2.2 2.3 2.4

114

ASSETS Fixed assets Intangible xed assets Tangible xed assets Financial xed assets Total xed assets Current assets Inventories Receivables Cash and banks Total current assets Total assets LIABILITIES Equity Provisions Long-term liabilities Current liabilities Total liabilities

2019 4.7 255.5 37.9 298.1 0.1 28.5 71.9 100.5 398.6 241.5 21.2 8.6 127.3 398.6

2018 3.8 263.9 39.3 307.0 0.1 25.5 59.0 84.6 391.6 269.6 23.3 8.7 90.0 391.6

Company statement of income and expenditure over 2019 in M€

3. 3.1 3.2 3.3 3.4 4. 4.1 4.2 4.3 4.4 5. 6.

115

Result

Budget Plan

Result

2019 311.7 62.4 29.4 26.4 429.9 238.6 18.6 17.5 183.2 457.9 ‑28.0 -0.1 0.0

2019 304.2 61.4 35.8 28.0 429.4 218.2 22.9 20.7 170.5 432.3 ‑2.9 0.2 -0.3

2018 300.3 61.2 33.1 26.5 421.1 224.6 17.3 19.5 165.7 427.1 ‑6.0 -0.1 1.6

Company cash ow statement for 2019 in M€ Cash ows from operational activities Result on ordinary business operations Adjustments before reconciliation of operating result Adjustments before depreciation Increase (decrease) in provisions Other adjustments before reconciliation of the operating result Changes in working capital Increase (decrease) in inventories Increase (decrease) in current receivables Increase (decrease) in current liabilities Cash ow from business operations Interest received Interest paid Total cash ow from operational activities Cash ow from investment activities Acquisition of intangible xed assets Acquisition of tangible xed assets Revenue from the disposal of tangible xed assets Investments in participating interests and cooperative arrangements Increase (decrease) in loans to the Department for Education, Culture and Science and the Ministry of Economic A airs Increase (decrease) in other nancial xed assets Total cash ow from investment activities Cash ow from nancing activities Increase (decrease) in long-term liabilities Revenue or repayment of long-term liabilities Total cash ow from nancing activities Other balance sheet movements Increase (decrease) in cash and banks Cash and banks position on 1 January Cash and banks position on 31 December Movements in cash and banks

116

2019 18.6 -2.1 0.0 0.0 ‑3.0 37.5 1.8 9.3 0.0 -0.4 -0.6

‑28.0

16.5 34.5 23.0 0.0 0.1 22.9

2018 17.3 1.4 0.0 0.0 -0.1 6.7 0.0 16.8 0.0 -0.6 -0.6

0.0

‑10.1

0.0 0.1 0.1 12.9 59.0 71.9 12.9

‑6.0

18.7 6.6 19.3 0.0 0.1 19.2

0.0

‑15.6

0.0 0.3 ‑0.3

3.3 55.7 59.0 3.3

Accounting principles for the company annual accounts General Accounting principles for preparing the annual accounts The company annual accounts have been prepared in accordance with the legal provisions set out in Title 9 Book 2 of the Dutch Civil Code and the authoritative statements in the Guidelines for Annual Reporting, which have been issued by the Council for Annual Reporting. These provisions apply on grounds of the Education Annual Reporting Regulations. In the annual accounts the amounts are stated in millions of euros (unless stated otherwise). Accounting principles for valuation and establishing the result Accounting principles for valuation and establishing the result for the company annual accounts are the same as those applied for the consolidated annual accounts. For the accounting principles for valuing assets and liabilities and for establishing the result we refer you to the explanatory notes to the consolidated balance sheet and the statement of income and expenditure. Where items in the company balance sheet and the company statement of income and expenditure are not further explained below, reference is made to the accounting principles on the consolidated balance sheet and statement of income and expenditure. Participating interests Participating interests in group companies and other participating interests in which signi cant in uence can be exercised are valued according to the net asset value method. In any case, signi cant in uence is presumed to be present when 20% or more of the voting rights can be cast. Accounting principles for the WNT The Top Income Standardisation Act (WNT) rules that both the remuneration and any compensation upon termination of employment are subject to maximums. The statutory maximum remuneration in 2019 is €194,000. This maximum consists of the components of remuneration, taxable xed and variable expense allowances and provisions for remuneration payable in the long term. The WNT stipulates that as a severance payment for a director, a maximum amount of €75,000 gross may be agreed.

117

Explanatory note to the company balance sheet 1.1 Intangible xed assets M€ 4,7 - (2018: M€ 3,8)

Development

costs 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Conc Compensation & rights Prepayments Total from Intellectual Property 8.4 ‑4.6 3.8 1.8 0.0 0.0 ‑0.9 0.0 10.2 ‑5.5 4.7

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

8.4 ‑4.6 3.8 1.8 0.0 0.0 ‑0.9 0.0 10.2 ‑5.5 4.7

1.2 Tangible xed assets M€ 255,5 - (2018: M€ 263,9)

Buildings Inventory and app (incl initial and land setting up) 392.8 34.3 ‑154.5 ‑17.5

Work in progress and Total advance payments 8.8 435.9 0.0 ‑172.0

238.3

16.8

8.8 263.9

0.1 -0.4 6.7 ‑13.4 0.4

1.9 ‑3.8 0.8 ‑4.3 3.8

7.3 9.3 0.0 ‑4.2 ‑7.5 0.0 0.0 ‑17.7 0.0 4.2

399.2 ‑167.5

33.2 ‑18.0

8.6 441.0 0.0 ‑185.5

231.7

15.2

8.6 255.5

In 2014, EUR entered into a nancial lease with the Municipality of Rotterdam for an educational building with a term of 40 years. The net investment as accounted for in the Buildings and lands item in 2014 amounted to M €9.5. This property does not legally belong to EUR.

118

The WOZ value (the value under the Valuation of Immovable Property Act) and insured value of buildings/land, operating equipment/inventory and books/media collection (in M€) The WOZ value (the value under the Valuation of Immovable Property Act) and insured value of buildings/land, operating equipment/inventory and books/media collection (in M€)

WOZ Reference Insured Reference date date value value 340.2 2018 490.1 2017 150.8 2017

Buildings and land Operating equipment and inventory

1.3 Financial xed assets M€ 37,9 - (2018: M€ 39,3)

Participating interests in group companies Receivables from group companies Receivables from the Department for Education, Culture and Science 1 Other receivables 2 Total

Position on 1 Jan 2019 36.4

Investments Disinvestments Share in the result of Position on and loans and participating 31 Dec provided repayments interests 2019 0.0 -0.4 0.0 36.0

1.2

0.0

-0.4

0.0

0.8

1.6

0.0

-0.6

0.0

1.0

0.1 39.3

0.0 0.0

0.0 ‑1.4

0.0 0.0

0.1 37.9

1 A receivable from the Ministry of Education, Culture and Science is recognised here on account of BAMA compensation. 2 Loans to ISS PhD students. Name

Legal Registered form

o ce

Code Equity on activities* 31 Dec 19

Operating Turnover balance in 2019

EUR BV Rotterdam 02/ 1/2003 Holding B.V. RSM BV Rotterdam 1 ‑ Feb B.V.

24.8

-0.2

11.2

0.2

Statement Consolidation Participation percentage percentage

35.8

Article 2:403 Dutch Civil Code yes/no no

100%

21.2

100%

*Code activities: 1 = Contract education, 2 = Contract research, 3 = Other Name of Description of object associated party EUR Holding To provide the facilities for the University’s primary activities in the form of operating B.V companies (100% subsidiaries of EUR Holding) in which education and research can be accommodated if the university units see reasons for this.

119

Composition of the board and directors Prof. H.R. Commandeur/Director

Rotterdam To organise and arrange for privately nanced non-initial management courses (fullSchool of time or part-time) accredited by Erasmus University Rotterdam in the eld of business Management administration (or to have this arranged), in close connection with the courses B.V. provided by Erasmus University Rotterdam, in particular the Faculty of Business Administration of EUR.

120

Mr prof. E. Waarts/Statutory Director Mr R.S. Hageman/Statutory Director

Current assets 1.4 Inventories M€ 0,1 - (2018: M€ 0,1) Consumer goods

2019 0.1

2018 0.1

1.5 Receivables M€ 28,5 - (2018: M€ 25,5) Debtors OCW1 Municipalities and GRs (outsourcing in accordance with the Intermunicipal Statutory Regulations Act) Group companies Students/participants/course participants Valuation of projects in progress Provision for bad debts Prepaid expenses Advances granted Other current assets Other current assets

2019 4.5 0.9 0.1 4.5 1.1 4.2 ‑ 1.1 4.6 0.4 9.3

14.2 14.3 28.5

2018 5.5 1.1 0.3 3.9 1.2 2.8 ‑ 1.1 4.2 0.4 7.2

13.7 11.8 25.5

1 The receivable from the Ministry of Education, Culture and Science consists of the cash reduction balance M€0.2 (2018: M€0.4) and BAMA compensation M€0.7 (2018: M€0.7).

All receivables have maturities of less than one year.

Valuation of projects in progress Valuation of projects in progress Project expenses still to be claimed Project expenses incurred Provisional results Charged instalments

2019 26.5 0.0 ‑ 22.3

2018 17.0 0.0 ‑ 14.2

The movements in the provisions due to bad debts: Position on 1 January Other movements

2019 ‑ 1.1 0.0

2018 ‑ 1.1 0.0

1.6 Cash and banks M€71.9 - (2018: M€59.0). The cash and banks balance includes the following: Assets in bank accounts

121

2019 3.5

2018 1.8

Treasury banking

2019 68.4

2018 57.2

The cash and banks are freely available.

2.1 Equity M€ 241,5 - (2018: M€ 269,6) Equity consists of the general reserve and the special-purpose reserves and funds (divided into public or private). Equity movements: Equity consists of the general reserve and the special-purpose reserves and funds (divided into public or private). Equity movements:

General reserve Special-purpose reserve (public) Strategic Innovation Budget1 Funds arising from sector deliberations Reserve from capital represented by immoveable property2 Investment reserve Dividend RSM B.V. Replacement reserves Overige³ Special-purpose reserve (private) EUR Holding B.V. Rotterdam School of Management B.V. Special-purpose fund (private) Tinbergen Institute Other statutory reserves EUR Holding B.V.

Position on 1 Movements Results Position Jan 2019 on 31 Dec 2019 110.6 8.5 ‑ 26.9 92.2 22.6 ‑ 6.8 0.0 15.8 2.6 0.0 -0.3 2.3 72.9 0.0 0.0 72.9 2.4 -0.2 -0.4 1.8 0.8 0.0 0.0 0.8 0.1 0.0 -0.1 0.0 20.8 ‑ 1.1 -0.5 19.2 122.2 ‑ 8.1 ‑ 1.3 112.8 25.2 -0.4 -0.1 24.7 11.0 0.0 0.2 11.2 36.2 ‑ 0.4 0.1 35.9 0.4 0.0 0.1 0.5 0.2 0.0 ‑ 0.1 0.1 269.6 0.0 -28.1 241.5

122

Ministry of Education, Culture and Science. The amount represents the value that was then assigned to the properties. 3 The largest reservations (reservations > M€1.0 are explained): ■ Pre nancing for Erasmus University College (EUC). The EUC has start-up costs. To cover these, a reservation is made on the balance sheet (M€6.0); ■ Research support. Erasmus University wants to strengthen support when applying for grants. This requires investments in systems and in the organisation. An amount has been reserved for this (M€2.9); ■ Student grant advances. The student grant advances are earmarked funds. Plans have been made that have been coordinated with the participation bodies. Some of these have been delayed. The associated budget has been reserved and will still be spent in line with the plans. (M€3.2); ■ EUR fellows are talented researchers who receive additional nancial support from the university. An amount of M€2.5 has been reserved for this.

The guarantee capital is equal to the equity capital. The amounts in the movements column largely relate to: Adjustment of special-purpose reserves for the strategic innovation budget M€6.8 and other reserves M€1.1 in favour of the general reserve; Dividend payment by EUR Holding B.V. to EUR of M€0.4.

Proposal for pro t appropriation The net results over 2019 are divided as follows: General reserve Special-purpose reserve (public) Special-purpose reserve (private) Special-purpose fund (private) Other statutory reserves Total

‑ 26.9 ‑ 1.3

0.0 0.1 0.0 -28.1

This net result is exclusive the net result of Erasmus MC.

2.2 Provisions M€ 21,2 - (2018: M€ 23,3) Position on 1 January 2019 Additions Changes to/ unwinding of the discount rate Releases Withdrawals Position on 31 December 2019 Current part <1 years Long-term part >1 year

123

Sta provisions 13.6 7.0 0.2 ‑ 1.2 ‑ 6.4 13.2 5.7 7.5

Environmental provisions 7.7 0.2 0.3 0.0 -0.2 8.0 0.0 8.0

Demolition provisions Total 2.0 23.3 0.0 7.2 0.0 0.5 ‑ 2.0 ‑ 3.2 0.0 ‑ 6.6 0.0 21.2 0.0 5.7 0.0 15.5

No discount rate/unwinding has been applied to the environmental and demolition provisions because the rates are negligible up to 5 years.

Sta provisions The sta provisions are further divided as follows:

Position Additions Changes to/unwinding Releases Withdrawals Position Current Longon 1 of the discount rate on 31 part term Dec 2019 part

Unemployment contributions Social policy, reorganisation and consequences Accumulate leave and sabbatical leave Provision for anniversaries Transition fee Long-term sick Other

Jan ‑ 19

<1 year

2.4

1.4

0.0

‑ 1.7

2.1

1.1

>1 year 1.0

2.4

1.8

0.0

-0.8

‑ 1.5

1.9

1.0

0.9

4.2

0.8

0.0

-0.3

‑ 0.9

3.8

1.7

2.1

3.1 0.7 0.4 0.4 13.6

0.1 0.8 2.1 0.0 7.0

0.2 0.0 0.0 0.0 0.2

0.0 -0.1 0.0 0.0 ‑ 1.2

-0.3 -0.3 ‑ 1.3 -0.4 ‑ 6.4

3.1 1.1 1.2 0.0 13.2

0.2 0.6 1.1 0.0 5.7

2.9 0.5 0.1 0.0 7.5

Legal obligations to municipalities Other 8.2 0.5 -0.2 0.1 8.0 0.6 7.1 0.6

Total 8.7 -0.1

A discount rate of 0.2% is recognised for long-term sta obligations (15 years) (2018: 0.7%).

2.3 Long-term liabilities M€ 8,6 - (2018: M€ 8,7) Position on 1 January 2019 Movements Long term on 31 December 2019 Term > 5 years

8.6 7.7

Repayment obligations within 12 months after the end of the nancial year in the amount of M€0.2 are not included in the aforementioned amounts, but are recognised under current liabilities.

Legal obligations In 2014, EUR entered into a nancial lease contract with the Municipality of Rotterdam for a property, with a term of 40 years.

2.4 Current liabilities 124

M€ 127,3 - (2018: M€ 90,0) Creditors Municipalities and GRs (outsourcing in accordance with the Intermunicipal Statutory Regulations Act) Debts to group companies Instalments for projects invoiced in advance and received1 Taxes and social insurance contributions Liabilities relating to pensions Other current liabilities Tuition and study fees received in advance Income received in advance Sector funds received in advance Holiday pay and days Costs still payable2 Other current liabilities

2019 14.5 0.3 2.7 23.2 15.7 2.8 0.0 30.2 2.6 1.6 13.5 20.2 0.0

2018 15.2 0.5 2.9 18.1 0.2 2.4 0.1 59.2 29.3 1.3 0.0 13.0 5.9 1.1 68.1 127.3

39.4 50.6 90.0

Instalments for projects invoiced in advance and received Project expenses claimed in advance Project expenses incurred Provisional results Charged instalments

125

2019

2018

‑ 23.6

‑ 48.8

0.3 46.5 23.2

0.4 66.5 18.1

Rights and obligations not included in the balance sheet Rights not recognised EUR has various rental agreements with related parties. In total this regards M€3.2. EUR has various rental agreements with external parties. In total this regards M€4.0.

126

Shorter than

Between 1 and 5 years

Longer than

Total on 31 Dec 2019

1 year 4.2 0.5 0.7 2.0 0.5 2.1 5.1 18.7

10.9 1.3 2.5 2.1 0.2 0.9 0.0 9.8

5 years 0.1 0.3 1.7 0.0 0.0 0.0 0.0 0.0

15.2 2.1 4.9 4.1 0.7 3.0 5.1 28.5

29.1

15.6

1.7

46.3

Explanatory note to the company statement of income and expenditure 3.1 Central government grants M€ 311,7 - (2018: M€ 300,3) Central government grants from the Department for Education, Culture and Science Less: Income transfers from central government grants

404.0

391.4

‑ 92.3

‑ 91.1 300.3

311.7

3.2 Study, course, tuition and examination fees M€ 62,4 - (2018: M€ 61,2) Tuition fees

2019 62.4

2018 61.2

Compared to 2018, the tuition fees show an increase of M€1.2, which is partly due to a combination of an increase in the tuition fee rate and more enrolments.

3.3 Income from work commissioned by third parties M€29.4 - (2018: M€33,1) All revenue arising from the service projects is accounted for in income from work commissioned by third parties pro rata to the time spent. Contractonderwijs¹ Contract research Other non-pro t organisations Companies and other National authorities International organisations NWO (excl ZonMw) Other

2019 5.1 1.2 2.1 8.0 5.7

3.4 22.1 3.9 29.4

2018 4.2 1.0 3.6 6.8 6.0

8.4 21.6 3.1 33.1

1 The balance of repayments PMB and VIA students, M€3.7, is recognised under contract education.

3.4 Other income M€ 26,4 - (2018: M€ 26,5) Rental Secondment of sta

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2019 6.8 5.2

2018 6.6 4.6

Gifts Sponsorships Participants’ contributions Students’ contributions Other Speci cation of other income - Other Pro Rata VAT Contributions from third parties Revenue arising from services rendered Other

2019 0.3 0.7 0.4 0.7 12.3 26.4 2019 0.9 5.3 4.3 1.8 12.3

2018 0.4 0.6 0.3 0.8 13.2 26.5 2018 0.6 5.8 5.2 1.6 13.2

Speci cation of other income - Other Pro Rata VAT Contributions from third parties Revenue arising from services rendered Other

2019 0.9 5.3 4.3 1.8 12.3

2018 0.6 5.8 5.2 1.6 13.2

2018 142.8 16.6 20.5 4.4 30.1 11.3

179.9 45.8 ‑ 1.1 224.6

4.1 Sta costs M€ 238,6 - (2018: M€ 224,6) Wages and salaries Social charges Pension costs Additions to sta provisions1 External employees Other Other sta costs Less: payments

2019 152.1 17.6 23.6 6.0 28.1 12.4

193.3 46.5 ‑ 1.2 238.6

1 Additions to sta provisions, being the balance of the additions, releases and changes in/unwinding of the discount rate.

Sta structure Average number of FTEs Academic Sta Supporting and management sta Total

128

2019 1,504 970 2,474

2018 1,438 905 2,343

Standardisation of Top Income Act overview Pursuant to the Standardisation of Top Income Act (WNT), an overview of the remuneration (and position) of employees who are employed by the legal entity EUR, including the members of the Executive Board, is included below. The reports regarding Erasmus MC employees, including the companies consolidated therein, are included in the Erasmus MC annual accounts. As of 2016, the classi cation of education for the application of the WNT is no longer based on sub-sectors, but on a system of 'complexity points'. Under the new rules each institution assigns itself complexity points in the nancial reporting document according to a speci c system (laid down in the Regulations for the Remuneration of Top O cers for Education Sectors), and from this deduces the class to which they must be classi ed for the application of the WNT. The following complexity points apply to EUR: Department for Education, Culture and Science sector

Number of complexity

Average total income Average number of funded pupils, participants or students The weighted number of education types or sectors Total number of complexity points

points 10 5 5 20

The maximum score (class G) applies based on 20 complexity points. The statutory maximum remuneration on 1 January 2019 is €194,000. The remuneration granted corresponds to this.

WNT Top Managers Senior top managers with or without an employment contract from the 13th month of the job performance or former senior top managers.

Table 1a. Remuneration of top managers

Ms K.F.B. Baele

Employment contract Position(s)

Yes President of the Executive Board 1‑Jan 30‑Nov 1.0 198,839 20,115 218,954 177,523 See note 1‑Jan 31‑Dec 1.0 210,106 20,338

Start of position End of position Scope of position (FTE) Remuneration plus taxable expense allowances Remuneration payable at a future date Total remuneration Individual remuneration maximum applying Reasons for exceeding the remuneration standard Start of position in previous reporting year End of position in previous reporting year Scope of position (FTE) in previous reporting year Remuneration plus taxable expense allowances Remuneration payable at a future date in previous reporting year

129

Mr R.C.M.E. Engels Yes Rector Magni cus 1‑Jan 31‑Dec 1.0 172,308 21,200 193,508 194 n/a 1‑May 31‑Dec 1.0 113,825 13,011

Ms R.M. Ritsema van Eck Yes Member of the Executive Board 1‑Jan 31‑Dec 1.0 172,347 21,147 193,494 194 n/a 1‑Nov 31‑Dec 1.0 27,796 3,250

Ms K.F.B. Baele

Total remuneration in previous reporting year Individual remuneration maximum applying in previous reporting year

230,444 189,000

Mr R.C.M.E. Engels 126,836 126,863

Ms R.M. Ritsema van Eck 31,046 31,586

Note: Remuneration is subject to transitional law, the maximum remuneration in accordance with transitional law is €210,899.50 in 2019. For the assessment with reference to the applicable remuneration maximum, EUR allocates, insofar as possible, the part of the holiday allowance that Ms Baele received in 2017 up to and including 2019 and relates to the previous year to the remuneration of the previous year.

Table 1b. Senior top managers with no employment contract

Mr H.N.J. Smits

Calendar year Position(s) Start of position End of position Number of calendar months during which the job was performed in the calendar year Maximum hourly rate in the calendar year Maximums based on the standard amounts per month Individual maximum applying in the whole calendar month period 1 through 12 Is the actual hourly rate lower than the (average) maximum hourly rate? Fee in the period in question Total fee in the whole calendar month period 1 through 12 -/- Undue payments, not yet recovered Total fee, exclusive VAT Reason why the exceeding of the maximum is or is not permitted Explanatory note to the receivable due to undue payment

2019 Interim President of the Executive Board 1‑Dec 31‑Dec 1

Mr H.N.J. Smits 2018 n/a n/a n/a n/a

187 25,9 25,9

182 n/a 25,9

20,944 yes

20,944 n/a

20,944 20,944 n/a 20,944 n/a n/a

n/a 20,944 n/a 20,944 n/a n/a

Table 1c. Supervisory top managers Position(s)

Start of position End of position Remuneration plus taxable expense allowances Undue payments, not yet recovered Total remuneration Individual remuneration maximum applying

130

President of Member of Member of Member of Member of Member of the the the the the the governance governance governance governance governance governance committee committee committee committee committee committee 1‑Jan 31‑Dec 28,350

n/a n/a n/a

1‑Oct 30‑Nov 3,233

1‑Jan 31‑Dec 19,400

1‑Jan 30‑Nov 17,750

n/a

28,350 29,100

n/a n/a

3,233 3,242

19,400 19,400

17,750 17,752

Position(s)

Reason why the exceeding of the maximum is or is not permitted Explanatory note to the receivable due to undue payment Start of position in previous reporting year End of position in previous reporting year Position(s) in previous reporting year Remuneration in previous reporting year Individual remuneration maximum applying in previous reporting year

n/a

1‑May

1‑Jan

31‑Dec

30‑Apr

31‑Dec

President of Member of President of Member of the the the the governance governance governance governance committee committee committee committee 18,272 5,967 8,949 18,900

Member of the governance committee 18,900

18,900

19,029

6,214

Tabel 3a. Bezoldiging niet-topfunctionarissen

131

9,321

18,900

1 = Toelage, 2 = Compensatie pensioen, 3 = Diverse toelagen, 4 = Verkoop verlof, 5 = Grati catie, 6 = Werk voor derden

4.2 Depreciation M€ 18,6 - (2018: M€ 17,3)

Intangible xed assets Tangible xed assets

4.3 Housing costs M€ 17,5 - (2018: M€ 19,5)

132

2019 0.9 17.7 18.6

2018 0.9 16.4 17.3

Rental Insurance Maintenance Energy and water Cleaning costs Taxes and levies Other Speci cation of housing costs - other Environmental obligations and risks Demolition provisions Security and safety Other

1.8

0.3 6.0 2.8 3.9 2.2 0.5 17.5

0.2 4.9 2.9 3.6 2.6 3.5 19.5 2019 0.6 ‑ 2.0 1.7 0.2

2018 1.2 0.2 1.8 0.3

4.4 Other expenditure M€ 183,2 - (2018: M€ 165,7)

Administrative and management costs Inventory and equipment Additions to provisions for loss-making contracts Other

2019 0.4 11.0 0.0 171.8 183.2

Speci cation other expenditure - other Products and consumables Subsidies1 Travel and accommodation expenses Outsourced work General costs Books, journals, etc Org and legal recommendations Representation expenses Other

2019 0.2 126.3 6.2 18.3 3.5 6.1 0.7 2.2 8.3 171.8

2018 0.6 9.8 -0.1 155.4 165.7 2018 0.3 108.3 6.1 19.1 4.2 6.2 0.8 2.4 8.0 155.4

1 The subsidies include the (additional) transferred subsidy of M€113.6 (2018 M€96.5) to Erasmus MC for the Faculty of Medicine.

5 Financial income and expenditure M€ -0,1 - (2018: M€ -0,1)

Interest paid

6 Results of participating interests M€ 0,0 - (2018: M€ 1,6)

133

2019 -0.1 ‑0.1

2018 -0.1 ‑0.1

EUR Holding B.V. Rotterdam School of Management B.V.

134

2019 -0.2 0.2 0.0

2018 0.8 0.8 1.6

Events after the balance sheet date For a description of the events after the balance sheet date relevant to EUR, reference is made to the events after the balance sheet date in the notes to the consolidated annual accounts. Rotterdam, 29 June 2020

Rotterdam, 29 June 2020

Executive Board

Supervisory Board

H.N.J. Smits, Interim President

Professor J.W. Winter, President

Professor R.C.M.E. Engels, Rector Magni cus

Mr P.H.J.M. Visée

Ms R.M. Ritsema van Eck

Professor C.J. van Duijn

135

Other details The Independent Auditor’s Report To: the Executive Board and the Supervisory Board of Erasmus University Rotterdam A. STATEMENT ON THE ANNUAL ACCOUNTS INCLUDED IN THE ANNUAL REPORT OVER 2019 Our approving opinion concerning the fairness, consistency and clarity of the accounts and our adverse opinion concerning the irregularities We have audited the 2019 annual accounts of Erasmus University Rotterdam in Rotterdam. In our opinion: The annual accounts included in the annual report give a true and fair view of the size and composition of the assets of Erasmus University Rotterdam on 31 December 2019 and of the result for 2019 in accordance with the Education Annual Reporting Regulations; The income and expenditure and the balance sheet movements in 2019 recognised in these annual accounts, due to the importance of the matter described in paragraph 'The basis for our approving opinion concerning the fairness, consistency and clarity of the accounts’ have not been established validly in accordance with the provisions set out in the relevant legislation and regulations in paragraph 2.3.1 Reference framework of the Education Accountants Protocol OCW 2019 for an amount of approximately €27.8 million. The annual accounts comprise: 1. the consolidated balance sheet on 31 December 2019; 2. the company statement of income and expenditure over 2019; and 3. the explanatory note and overview of the accounting principles applied for the nancial reporting and other explanatory notes. The basis for approving opinion concerning the fairness, consistency and clarity of the accounts and our adverse opinion concerning the irregularities The annual accounts recognise expenditure and balance sheet movements associated with purchases in 2019 for an amount of approximately €27.8 million (including VAT) that have not been established in accordance with European procurement rules. We conducted our audit in accordance with Dutch law, which also includes the Dutch audit standards and the Education Accountant Protocol Ministry of Education, Culture and Science 2019. Our responsibilities under this heading are described in the section ‘Our responsibilities for the auditing of the annual accounts’. We are independent of Erasmus University Rotterdam as required by the Regulation on the independence of accountants in assurance engagements (ViO) and other engagement-relevant independence rules in the Netherlands. We have also complied with the Ordinance on Professional Behaviour and Professional Rules (VGBA).

136

In our opinion the auditing information we received is su cient and suitable as a basis for our approving opinion concerning the fairness, consistency and clarity of the accounts and our adverse opinion concerning the irregularities. Section emphasising the impact of the coronavirus The coronavirus has also a ected Erasmus University Rotterdam. In the notes on page 112 in the annual accounts, the management has disclosed the current impact and its plans to deal with these events or conditions. They also indicate that it is currently not possible for them to estimate the impact of the coronavirus on the nancial performance and health of Erasmus University Rotterdam. Our opinion has not been modi ed as a result of this matter. Compliance with the WNT rule against overlapping has not been checked In accordance with the WNT 2019 Control Protocol, we have not checked the rule against overlapping referred to in Article 1.6a WNT and Article 5 (1) (j) WNT of the Implementing Regulation. This means that we have not checked whether or not there has been a violation of standards by a senior top manager due to any employment as a senior top manager at other institutions subject to WNT, and whether the information required in this context is correct and complete. B. STATEMENT ON THE OTHER INFORMATION INCLUDED IN THE ANNUAL REPORT In addition to the annual accounts and our auditor's report thereon, the annual report contains other information, which includes: the report of the board; the other details; the attachments. With the exception of the consequences in the section ‘The basis for our approving opinion concerning the fairness, consistency and clarity of the accounts and our adverse opinion concerning the irregularities’, based on the following audit work we believe that the other information: is consistent with the annual accounts and does not contain deviations of material importance; contains all the information required on grounds of the Education Annual Reporting Regulations and section 2.2.2. of the Board report of the Education Accountant Protocol Ministry of Education, Culture and Science 2019. We have read the other information and, based on our knowledge and understanding obtained from the audit of the annual accounts or otherwise, have considered whether the other information contains material misstatements. Our audit work complies with the requirements of the Regulations for Annual Reporting on Education, section 2.2.2. Board report of the Education Accountant Protocol Ministry of Education, Culture and Science 2019 and the Dutch Standard 720. This audit work does not have the same depth as our audit work with regard to the annual accounts. The board is responsible for drawing up the other information, including the report of the board and the other information in accordance with the Education Annual Reporting Regulations and other Ministry of Education, Culture and Science legislation and regulations.

137

C. DESCRIPTION OF RESPONSIBILITIES REGARDING THE ANNUAL ACCOUNTS Responsibilities of the Executive Board and the Supervisory Board regarding the annual accounts The Executive Board is responsible for the preparation and fair presentation of the annual accounts, in accordance with the Education Annual Reporting Regulations. The Executive Board is also responsible for ensuring the income and expenditure as well as the balance sheet movements recognised in the annual accounts are legally adopted, in accordance with the provisions laid down in the relevant laws and regulations. In this context, the Executive Board is also responsible for such internal control as the Executive Board deems necessary to enable the preparation of the annual accounts and compliance with the relevant laws and regulations without any material misstatement, whether due to error or fraud. When preparing the annual accounts, the Executive Board must consider whether the educational institution is able to continue its activities in the future. Under the aforementioned reporting system, the Executive Board must prepare the annual accounts based on the going concern assumption, unless the Executive Board intends to liquidate the educational institution or to terminate the activities or if termination is the only realistic alternative. The Executive Board must explain events and circumstances in which there may be reasonable doubt as to whether the educational institution can continue its activities in the future in the annual accounts. The Supervisory Board is responsible for supervising the educational institution's nancial reporting process. Our responsibilities for the auditing of the annual accounts Our responsibility is to plan and perform an audit engagement in such a way that we obtain su cient appropriate audit evidence for the opinion we are issuing. Our audit has been performed with a high, but not absolute, level of assurance, which means that we may not detect all material errors and fraud during our audit. Deviations can arise as a result of errors or fraud and are of material signi cance if it can reasonably be expected that they, individually or jointly, can in uence the economic decisions taken by users on the basis of these annual accounts. The materiality a ects the nature, timing and extent of our audit work and the evaluation of the e ect of identi ed misstatements on our opinion. We have performed this audit professionally critically and, where relevant, have applied professional judgement in accordance with the Dutch audit standards, the Education Accountants Protocol Ministry of Education, Culture and Science 2019, ethical regulations and the independence requirements. Our audit included: identifying and assessing the risks: - that the annual accounts contain material misstatements, whether due to error or fraud, - of the unlawful creation of income and expenditure and balance sheet movements, which are of material signi cance. Determining and performing audit work in response to these risks and obtaining audit evidence that is su cient and appropriate to provide a basis for our opinion. In the event of fraud it is more di cult to detect a material misstatement than in the event of errors. Fraud may involve collusion, forgery, deliberate failure to record transactions, deliberate misrepresentation or breaches of internal control;

138

obtaining an understanding of internal control relevant to the audit for the purpose of selecting audit procedures that are appropriate in the circumstances. This audit work is not intended to express an opinion on the e ectiveness of the internal control of the educational institution; evaluating the appropriateness of the accounting principles used for nancial reporting and the justi ability tests used and evaluating the reasonableness of estimates made by the Executive Board and the explanatory note regarding these in the annual accounts; determining that the assumption of continuity applied by the Executive Board is acceptable. And, based on the audit evidence obtained, determining whether there are events and circumstances that could cast serious doubt on whether the educational institution can continue its activities. If we conclude that there is a material uncertainty, we are required to draw attention in our auditor's report to the relevant related notes in the annual accounts. If the notes are inadequate, we must adjust our statement. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or circumstances may result in an institution no longer being able to continue as a going concern; evaluating the presentation, structure and content of the annual accounts and the notes contained therein; and evaluating whether the annual accounts give a true and fair view of the underlying transactions and events and whether the income and expenditure recognised in the annual accounts and the balance sheet movements have been lawfully prepared in all material aspects. Given our ultimate responsibility for the opinion, we are responsible for directing, supervising and carrying out the group audit. In this context, we have determined the nature and scope of the audit work to be performed for the group entities. The scope and/or the risk pro le of the group entities or the activities is a decisive factor in this. On this basis, we selected the group entities for which an audit or assessment of the complete nancial information or speci c items was necessary. We communicate with the Supervisory Board regarding, among other matters, the planned scope and timing of the audit and signi cant audit ndings, including any signi cant de ciencies in internal control that we identify during our audit. We determine the key points of our audit of the annual accounts based on all matters that we have discussed with the Supervisory Board. We describe these key points in our auditor's report, unless prohibited by law or regulation or in extremely rare circumstances where disclosure is not in the interest of society. Rotterdam, 9 July 2020 Deloitte Accountants B.V. Signed: Mr G.J. Straatman RA

139

Appendix 1: Governance and Participation bodies

140

Organisation chart

Since 1 Februrary 1973, Erasmus University Rotterdam (EUR) is a public legal entity, founded and located in Rotterdam.

141

Supervisory Board The Supervisory Board (SB) is the body of the EUR as prescribed by law (WHW section 9, subsections 6-9) that supervises the university's administration and management. The Supervisory Board is entrusted with tasks such as the assessment and approval of the institutional plan, the annual report, the budget and the administrative and management regulations. The Minister of Education, Culture and Science appoints the members. The SB answers to the Minister of Education, Culture and Science.

Members of Supervisory Board Prof. mr. dr. J.E.J. (Corien) Prins (chair), chair Scienti c Council for Government Policy [member 2012-2018, chair 2018-2020] Mr. drs. P.H.J.M. (Pascal) Visée RA, board advisor and several board memberships Prof. dr. ir. C.J. (Hans) van Duijn, emeritus professor/rector magni cus TU Eindhoven en board advisor J.M. (Marja) van Bijsterveldt - Vliegenthart, mayor of the city of Delft [2015 – 30 November 2019] Ir. drs. H.N.J. (Hans) Smits, CEO Jansen Bouw Groep, (oktober – november 2019)

Overview of secundary positions of members of the Supervisory Board Name Prof. mr. dr. Corien Prins Mr. drs. Pascal Visée RA Prof. dr. ir. Hans van Duijn

142

Secundary positions Member, Koninklijke Nederlandse Akademie van Wetenschappen (KNAW) Member Supervisory Board, Erasmus Universiteit Rotterdam (EUR) Professor Law and Informatisation, , TILT, Tilburg University Member, selectieadviescommissie parket Hoge Raad Board member, Sociaal Wetenschappelijke Raad (SWR) Lid Koninklijke Hollandsche Maatschappij der Wetenschappen Member, Netherlands Academy of Technology and Innovation (AcTI) Member, Raad van Maatschappelijk Advies Nederlandse Organisatie voor Wetenschappelijk Onderzoek (NWO) Chair, Sectorplancommissie SSH Editor-in-chief, Nederlands Juristenblad (NJB) Editorial Board, Computer Law & Security Report, Elsevier Editorial Board, Information and Communications Technology Law, Carfax Publishing, UK Editorial Board, Adviesraad International Data Privacy Law, Oxford University Press Board Member, Raad van Commissarissen Rabobank Groep Commissioner and Chair, auditcommissie Royal FloraHolland Board member, Stichting Albron Senior Advisor Genpact (extern) Senior Adviseur McKinsey & Company Inc. (extern) Commissioner and Chair, auditcommissie Mediq Commissioner and Chair, auditcommissie Plus Retail Board member/Treasurer, Prins Claus Fonds Chair, Raad van Toezicht Stedelijke Museum Schiedam Chair, Raad van Advies Nolet Groep Chair, Permanente Commissie voor Grootschalige Wetenschappelijke Infrastructuur (NWO, één dag per week) Chair, Sectorplancommissie Beta Techniek

Name Marja van Bijsterveldt Vliegenthart Ir. drs. Hans Smits

143

Secundary positions Chair, Bestuur JMBC (landelijke onderzoekschool op het gebied van Vloeistofmechanica) Member, Wiskunderaad (NWO) Dutch delegate at ESFRI (European Strategy Forum for Research Infrastructure) Member, Koninklijke Hollandsche Maatschappij der Wetenschappen A liated member, TU-Eindhoven, Faculteit Werktuigbouwkunde (tot 1 mei 2019) A liated member, Universiteit Utrecht, Faculteit Geowetenschappen Chair, Raad van Toezicht Stichting Lezen & Schrijven Chair, Raad van Toezicht Erasmus Universiteit Rotterdam Board member, Veiligheidsregio Haaglanden Operational Board member, Metropoolregio Rotterdam Den Haag Board member, and Operational member/Supervision Stadsgewest Haaglanden Member, Economic Board Zuid-Holland Chair, Centrale Plan Commissie van het Centraal Plan Bureau

Executive Board The Executive Board (EB) is the highest administrative body of the EUR. The three members are appointed by the Supervisory Board, after a hearing with the University Council. The Executive Board answers to the Supervisory board.

The Executive Board as of 1 December 2019, from left to right: Roelien Ritsema van Eck, Hans Smits and Rutger Engels

Members of the Executive Board Chair - K.F.B. (Kristel) Baele / chair ad interim - ir. Drs. H.N.J. (Hans) Smits The chair is responsible for general administrative matters, such as the relationship with the Supervisory Board and the University Council. The tasks include: strategic policy, international a airs and external contacts, such as the contacts with the Rotterdam region, businesses, other knowledge institutions and ministries. Kristel Baele was chair from 1 December 2015 to 1 December 2019. Hans Smits has been chairman ad interim since 1 December 2019. Until June 2020, he will take responsibility within the Executive Board for general administrative matters, including the relationship with the Supervisory Board, and for external contacts, such as with the City of Rotterdam, the province and politicians. Rector Magni cus - Prof. R.C.M.E. (Rutger) Engels Derector magni cus is responsible for education, research and impact, including academic sta (policy), students and science education. Prof. Dr Rutger Engels was appointed on 15 June 2018 for four years. He is also professor of Developmental Psychopathology at the Erasmus School of Social and Behavioral Sciences (ESSB).

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Member of the Executive Board - R.M. (Roelien) Ritsema van Eck Roelien Ritsema van Eck was appointed on 1 November 2018. Within the Executive Board, her portfolio consists of business operations ( nance, economic policy, land and buildings and information facilities). In this position, she is responsible for the further development of digital support, further improving the quality of business operations and linking those business operations to the (strategic) objectives for education, research and valorisation.

Code for Good Governance in Dutch Universities EUR complies with the Code for Good Governance in Dutch Universities of VSNU. EUR makes sure that alterations of the Higher education and Research Act and similar regulations are implemented in a timely and correct manner.

Deans Prof. dr. Ph.H.B.F. Franses, dean of ESE Prof. dr. S.L. van de Velde, dean of RSM (untill 1 September 2019) Prof. dr. H.G.H. van Dierendonck, interim dean of RSM (1 September - 1 November 2019) Prof. dr. A. Richter, dean of RSM (As of 1 November 2019) Prof. dr. J.P.T.M. van Leeuwen, dean of FGG/Erasmus MC Prof. mr. dr. W.S.R. Stoter, dean of ESL Prof. dr. V.J.J.M. Bekkers, dean of ESSB Prof. dr. H.A.E. Zwart, dean of ESPhil Prof. dr. D.C. van den Boom, interim dean of ESHCC (untill 24 May 2019) Prof. dr. F.A. van der Duijn Schouten, interim dean of ESHCC (As of 24 June 2019) Prof. dr. J.L. Severens, prodean of ESHPM Prof. dr. I. Hutter, rector of ISS

145

Participation bodies University Council The University Council (UR) is EUR’s participatory body at university level. This council consists of twelve student members and twelve sta members. Ms. A.P Barmentlo has been the chair until 1 September 2019. The UR maintains contact with the representatives of the EUROPA (Erasmus University Rotterdam Consultation for Personnel A airs), the Faculty Councils and the advisory boards. Sta section representatives 2019 Until 1 September 2019 C. Festen (Erasmus MC/ESHPM), J. Piarelal (EMC/ESHPM), A. Uribe Sandoval (ESHCC) , D. van Vliet (ESSB, as of 1 January 2019), B. Bode (RSM), J. van Wel (ABD/UB/USC), E. von Bone (ESL), V. Karamychev (ESE), F. Franke (RSM), S. van Tuinen (ESPhil, as of 1 January 2019), B. Jadoenath (ISS), vacant position (ABD/UB/USC). As of 1 September 2019 A. Uribe Sandoval (ESHCC), B. Bode (RSM), B. Jadoenath (ISS), F. Franke (RSM), F. Blom (ESL), D. van Vliet (EUC), J. Piarelal (ESHPM), J. van Wel (UCS), N. Kraal (Erasmus MC), S. Kamp (ECS), Y. Hendlin (ESPhil). Student section representatives Until 1 September 2019 J. van der Burgt (RSM), J. Dingenouts (ESE), A. Abdullatif (ESE), E. Meier (Erasmus MC/ESHPM), N. El Manouzi (Erasmus MC/ESHPM), L.C. van Laar (RSM), F. Schaatsbergen (ESSB), S. Polat (ESSB), G. Garsevanishvili (ESHCC), F. Wijker (ESPhil), N. Djankov (ESL), D. Adu (ESL). As of 1 September 2019 J. van der Burgt (RSM), J. Klasen (Erasmus MC), Z. Hayat (Erasmus MC), R. van Wouwe (ESHCC), F. Wijker (ESPhil), T. van den Akker (ESPhil), E. Sen (ESSB), Y. Shang (ESSB), O. Hornes (ESSB), D. Vellanki (RSM), E. Albertone (RSM), Y. Assou (RSM). Executive Board and University Council consultation meetings The Executive Board held monthly meetings with the University Council (UR) on the basis of a jointly prepared agenda. The subjects of discussion at these meetings included not only the compulsory subjects prescribed by law, but also matters the Executive Board wanted to inform the UR about or that the UR had requested additional information on. The University Council’s advice was followed in almost all cases. Naturally, the opinions of the other participatory bodies were also taken into consideration, even when there was no formal obligation to do so. Working groups were formed comprising representatives from the UR and relevant policy sta for the joint ful lment of the national Quality Agreements for Higher Education, and to ensure their continued noti cation of and involvement in the development of the university’s institutional strategy. The praesidium of the University Council was represented at all academic ceremonies.

Advisory Board Three Services — the University Support Centre, the General Management Directorate and the University Library — have each been represented in a separate advisory board since 1 November 2016. The advisory boards hold regular meetings with the heads of the relevant organisational units. Representatives of the advisory boards maintain contact with the University Council and EUROPA representatives.

146

EUROPA For the EUROPA Local Consultations, the Executive Board makes further agreements with the representatives of the trade unions within EUR, which have a joint delegation in the EUROPA consultation council.

Central Electoral Committee EUR has a Central Electoral Committee, which organises elections for the University Council and the advisory boards of the central support services. The Central Electoral Committee also coordinates the work of the faculty electoral committees, which organise elections for the faculty advisory boards. In 2018, the Central Electoral Committee took a decision, in collaboration with the members of the UR, to organise EUR-wide elections for the student representatives. Instead of faculty constituencies, in addition to Article 22 of the Electoral Regulations for the University Council, a new Constituency (no. 10) has been created, consisting of all students enrolled at EUR. This concerns a two-year pilot, to be evaluated after the elections to be held in the academic year 2020/2021. Then, the board will report to the University Council on the functioning and e ects of this separate constituency for the students.

Complaints policy EUR has introduced the regulations and procedures prescribed by law for handling complaints and objections. These not only concern formal objections and appeals on the basis of the General Administrative Law Act and the Higher Education and Research Act, but also various other types of complaints. The university amends its own rules and regulations when there are grounds to do so, such as amendments to legislation and regulations. EUR has a special website listing all regulations, guidelines and rules for sta and students. Students submitted a total of 191 appeals to EUR’s Examination Appeals Board in 2019 (compared to 304 in 2018 and 209 in 2017). These were mainly appeals against the examination appeals board’s decisions regarding (unfavourable) binding study advice, admission onto a course of study, and interim and nal examinations. An appeal was lodged with the Appeals Tribunal for Higher Education (CBHO) on 16 occasions (compared to 18 in 2018 and 16 in 2017). In addition, a total of 35 objections were handled in 2018 (compared to 37 in 2018 and 31 in 2017). These mainly concerned decisions taken by or on behalf of the Executive Board. In addition to the appeals and objections, a further 396 complaints, reports and requests were submitted to the Legal Protection Facility, which is required by law. These were handled by or on behalf of the administrators (the faculty deans).

147

Appendix 2: Laureates and prize winners

148

Laureates and prize winners Honorary Doctorates Dies Natalis Prof. Esther Du o (MIT, USA) received an honorary doctorate from honorary promotors Prof. Olivier Marie and Prof. Dinand Webbink for her research on poverty reduction. The fact that she received the Nobel Prize for Economics shortly before she was awarded this honorary doctorate, can be attributed symbolic meaning, as this year's Dies Natalis was tributed to Prof. Jan Tinbergen, who received the Nobel Prize fty years earlier. Prof. Dani Rodrik (Harvard University) received an honorary doctorate from the International Institute of Social Studies. Honorary supervisors were Prof. Dr. Mansoob Murshed and Prof. Dr. Peter van Bergeijk. The Ford Foundation professor of International Political Economy has published extensively on economic development, international economics and political economy. His current research focuses on employment and economic growth, both in developing countries and countries with highly developed economies.

Education Prize Prof. Han Smit won the Education Prize in 2019 and received the award during the Opening of the Academic Year 2019-2020. Han Smit has worked at the Erasmus School of Economics since 2001 and is currently a professor of Corporate Finance. He teaches Corporate Finance and is a visiting fellow at NIAS (Netherlands Institute of Advanced Studies in the Humanities and Social Sciences). Han Smit's enthusiasm and motivating teaching method make him a highly valued teacher.

Research Prize Dr. Carlos Riumallo Herl won the Research Prize 2019 and received the award during the Opening Academic Year 2019-2020. He works as a university lecturer at the School of Economics (ESE) and mainly conducts research into health economics and the economy of aging. His research is of great importance to society, both in the Netherlands and abroad, but it also has a lot of impact within academia.

Professor G.W.J. Bruins Prize Student drs. Maeve van den Aakster was awarded this year’s Professor G.W.J. Bruins Prize. She does a Research Master Infection & Immunity (Erasmus MC) with an emphasis on infectional diseases and the transmission of these viruses between animals and humans. In this context, Van den Aakster emphasises the avian u virus. With her work, she aims yo understand which wild birds get infected with the avian u virus, and wheter birds can transmit the disease to chickens or humans. This 'one health approach' enables a better prediction of outbreaks, and helps preventing an epidemic, and to intervene in time. The award is named after Professor Bruins, who in 1913 was the rst professor and Rector Magni cus of the Netherlands School of Commerce (NHH).

Professor H.W. Lambers Prize The Prof. H.W. Lambers Prize was awarded to drs. Silvan Licher at the opening of the Academic Year. He completed the master's degree in Medicine in 2016. During his studies he was part of the Erasmus MC 2010 Honors Class. After obtaining his master's degree, he started his PhD at the Department of Epidemiology at Erasmus MC. During the rst

149

period of his PhD trajectory, he completed the Master's program in Clinical Epidemiology with distinction. The jury is impressed by the extracurricular activities that he undertook during his studies, for example the collaboration with the Department of General Practice for students who want to broaden their knowledge of general medicine. The prize consists of a medal and an amount of money of 3,500 euros intended for courses, workshops, conference visits or additional training both nationally and internationally. Prof. H.W. Lambers was professor of economics and several times rector magni cus at the Dutch Economic University during the years 1950-1970. The prize was established by a donation from the ARK Fund.

Rotterdam Thesis Award During the opening of the academic year, Mayor Aboutaleb awarded the seventh Rotterdam Thesis Prize 2019 to alumnus of public administration drs. Myrthe van Delden for her thesis on tackling subversive crime in RotterdamZuid.

FAME Athena Prize Dr. Dianne Bevelander, professor of Management Education at Rotterdam School of Management, is the winner of the FAME Athena Award 2019. She is awarded this prize for her enormous commitment to empower women and to put more women in important positions of in uence. For example, she is the founder and director of the Erasmus Center for Women and Organizations.

Professional Services Award 2019 The Professional Services Awards (PSA) were awarded in 2019 (formerly known as Top Support Awards). The individual award was presented to drs. Adhemare de Rijk, Funding Research Advisor at ESE and ESPhil. Her nomination for the PSA was widely supported by many academics and multiple faculties. The jury praised her role in this exceptional achievement and paid particular attention to the way which she works, that is, by not limiting herself to one faculty. Her e orts make it possible for others to convey the Erasmian Values to the maximum. The jury awarded the team prize to the Science Hub of the M&C service, which aims to make science attractive and accessible to high school students. Every year, more than 4,000 high school students from all over Zuid-Holland attend one or more programmes at EUR. The jury particularly chose the Science Exchange because the initiative literally extends beyond the boundaries of the campus and connects with the city and the region.

Laureate research grants Veni Veni is a funding instrument in the Innovational Research Incentives Scheme. It is a grant for researchers who have recently obtained their PhD. In 2019, seven EUR academics were awarded a Veni grant: Dr. Chen Li (ESE) Dr. Bastiaan Ravestein (ESE) Dr. Krzysztof Postek(ESE) Dr. Thomas Lambert(RSM)

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Dr. Simone Dalm (Erasmus MC) Dr. Pieter van den Berg(RSM) Dr. Mariëlle Beenackers(Erasmus MC)

Vidi Vidi is a funding instrument in the Innovational Research Incentives Scheme. It allows researchers who have been doing research at postdoctoral level for a number of years to develop their own innovative line of research and appoint one or more researchers for the purpose. In 2019, six EUR researchers were awarded a Vidi grant. Dr. Amanda Brandellero(ESHCC) Dr. Andreas Alfons (ESE) Dr. Jan Stoop (ESE) Dr. Zhenyu Gao (Erasmus MC) Dr. Klazina Kooiman (Erasmus MC) Dr. Qiuwei Pan (Erasmus MC)

Vici Vici is a funding instrument from the Talent Scheme. It enables senior researchers to build up their own research group, often in anticipation of a tenured professorship. The research group must then be structurally integrated within the research institute. In 2019, three EUR researchers were awarded a Vici grant, Dr. Marleen de Bruijne (Erasmus MC) Dr. ir. Jurgen Marteijn (Erasmus MC) Prof. dr. Moniek Buijzen (ESSB)

ERC Starting Grant The ERC Starting Grant supports talented early-career scientist (with 2-7 years of experience since completing their PhD) in setting up their own research groups. In 2019, one EUR researcher was awarded a ERC Starting Grant. Dr. Zhenyu Gao (Erasmus MC )

ERC Advanced Grant The ERC awards Advanced Grants to established, leading academics who need a long-term grant in order to conduct groundbreaking research. In 2019, one EUR researcher was awarded an ERC Advanced Grant. Prof. dr. Jun Borras (ISS)

De Jonge Akademie 151

De Jonge Akademie is a platform of young top academics from di erent disciplines. An appointment is for ve years. Ten members come in and out every year. De Jonge Akademie organises activities in the elds of interdisciplinarity, academic policy and science and society. A number of young EUR scientists are members of De Jonge Akademie. In 2019, Prof. Renske Keizer (ESSB) was elected as a new member.

KNAW KNAW membership is a great tribute to one's scienti c career. Members are chosen on the basis of high-quality academic achievements. 16 new members are elected annually. In 2019, Prof. Marion Koopmans (Erasmus MC) and Prof. Xandra Kramer (ESL) were among the newly elected members.

Marie Curie The Marie Curie individual fellowships are designed to facilitate the international mobility of experienced researchers with at least four years’ full-time research experience. In 2019, the Marie Curie fellowship was awarded to four EUR scholars: Dr. Laura Ripoll Gonzàlez (ESHCC) Dr. Thijs van den Broek (ESHPM) Dr. Jonathan Mijs (ESSB) Dr. Paolo Rossini (ESPhil)

EUR Fellowships Each year, EUR o ers fellowships to promising young EUR researchers who have obtained their doctorates, to enable them conduct their research. These fellowships are o ered for a maximum of two years. EUR uses these fellowships to encourage researchers to pursue a career in academic research. In 2019, ten EUR scholars were awarded a fellowship: Dr. Arnab Ray Chaudhuri(Erasmus MC) Dr. Debby van Riel (Erasmus MC) Dr. Debbie van den Berg (Erasmus MC) Dr. Iris Lansdorp-Vogelaar (Erasmus MC) Dr. Bob Roozenbeek (Erasmus MC) Dr. Alex Genevsky (RSM) Dr. Menelaos Markakis (ESL) Dr. Constanze Binder (ESPHIL) Dr. Marieke Meeuwise (ESSB) Dr. Marcel Jonker (ESHPM) 152

Erasmus MC Fellowships Each year, Erasmus MC o ers fellowships for a four-year research period to young, promising scholars who have obtained their PhD. These fellowships make it possible for them to start or continue their own research enquiries. Dr. Corine Geurts van Kessel (Viroscience) Dr. Lieke Kros (Neuroscience) Dr. Julie Nonnekens (Molecular Genetics, Radiology & Nuclear Medicine) Dr. Ling Oei (Internal Medicine)

CLI Fellows The Community for Learning & Innovation (CLI) organises projects in collaboration with the faculties for the professional development of lecturers, innovation in online and o ine education, education research and student4student projects. The CLI supports these projects by making it possible for faculties to appoint CLI Research Fellows. CLI fellowships were awarded to: Dr. Melodine Sommier (ESHCC), dr. Ana Vasques (EUC) en dr. Yijing Wang (ESHCC) delen een fellowship. Dr. Mary Dankbaar (Erasmus MC) Dr. Laura Zwaan (Erasmus MC) Prof. dr. Sabine Severiens(ESSB) Dr. Marisela Martinez Claros(ESSB) Prof. dr. Michaela Schippers (RSM) Dr. Maciej Szymanowski (RSM) Dr. Lonneke de Meijer(ESSB) Dr. Isabel Awad Cherit (ESHCC) Dr. Marloes Nederhand (ESSB) Dr. Margot van Wermeskerken (Erasmus MC) Dr. Ida J. Korfage(Erasmus MC) Drs. Robbert Goverts(ESSB) Dr. Gera Noordzij (EUC) Prof. dr. Gijsbert Oonk (ESHCC)

Other national and international grants

153

Many EUR researchers have acquired other national or international grants or are partners in inter/national consortia. Some examples are: Dr. Brian Godor (ESSB) received an Erasmus + Scholarship for his FAIRPLAY project, which investigates the social impact of football and how football can make young people more resilient.

Prof. Han van Ruler (ESPhil) received an NWO Open Competition SGW grant. This grant aims to stimulate excellent, free and curiosity-driven research within the social sciences and humanities. In this research, Van Ruler collaborates with Dr. Erik-Jan Bos, historian of early modern philosophy and the 17th century republic at the Faculty of Arts at Radboud University Nijmegen and the Erasmus School of Philosophy. He is an expert on the French philosopher and scientist René Descartes and his contemporaries. ECWO (Erasmus Center for Women and Organizations) and the EUR's Diversity & Inclusion O ce are partners in the EQUAL4EUROPE project, funded under the Horizon2020 program 'Supporting research organisations to implement gender equality plans'.

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Appendix 3: Overview of the degree programmes

155

Initial and non-initial programmes Bachelor's degree programmes Algemene Cultuurwetenschappen

Geschiedenis

Bedrijfskunde

Gezondheidswetenschappen

Bestuurskunde

International Business Administration

Communication and Media

Klinische Technologie (joint degree met TU Delft en Universiteit Leiden)

Criminologie Econometrie en Operationele Research Economie en Bedrijfseconomie Filoso e Filoso e van een Bepaald Wetenschapsgebied Fiscaal Recht Fiscale Economie

Liberal Arts and Sciences Nanobiologie (joint degree met TU Delft) Pedagogische Wetenschappen Psychologie Rechtsgeleerdheid Sociologie

Geneeskunde

Master's degree programmes Aansprakelijkheid en verzekering

International Public Management and Public Policy

Accounting Auditing and Control

Kunst- & cultuurwetenschappen

Arbeidsrecht

Management of Innovation

Business Administration

Marketing Management

Business Information Management

Mediastudies

Commercial Law

Nanobiology (joint degree met TU Delft)

Criminologie

Ondernemingsrecht

Econometrics and Management Science

Organisational Change & Consulting

Economics and Business

Pedagogy and Education

Filoso e

Psychology

Finance & Investments

Public Adminstration

156

Financieel Recht

Recht van de Gezondheidszorg

Fiscaal Recht

Rechtsgeleerdheid

Fiscale Economie

Sociologie

Geneeskunde

Strategic Entrepreneurship

Geschiedenis

Strategic Management

Global Business & Sustainability

Supply Chain Management

Health Economics and Management (internationale joint degree)

Technical Medicine (joint degree met TU Delft en Universiteit Leiden)

Health Economics, Policy and Law

Togamaster

Human Resource Management

Zorgmanagement

International Management

Research Master's degree programmes Clinical Research

Neuroscience

Filoso e

Research in Public Administration and Organizational Science

Health Sciences Infection and Immunity Mediastudies

Research Master in Business and Management Tinbergen Institute Master of Philosophy in Economics

Molecular Medicine

Post-initial Master's degree programmes Commercieel Privaatrecht

International MBA

Corporate Communication

LL.M. Arbitration and Business Law

Development Studies

Master City Developer

Erasmus Mundus Master’s Program in Public Policy

Master in Management Consultancy

European Master in Law and Economics

Master of Public Information Management

Executive MBA

Maritime Economics and Logistics

One MBA

Urban Management and Development

Health Sciences 157

Appendix 4: Sta composition

158

Sta composition Male-female ratio, by position Salaried sta members, excluding Erasmus MC 100 80 60 40 20 0 Full Professor Supporting and Managerial Academic Stasta , other PhD candidates Student Assistants Assistant Professor Associate Professor Total % Male

% Female

Total

Reference date: 31 December 2019

Number of full professors (in persons), by sex, by faculty, both salaried and non-salaried Reference date: 31 December 2019 Faculteit ESE ESL ESSB Erasmus MC - ESHPM ESPhil ESHCC RSM ISS Subtotaal EUR Erasmus MC Totaal* % EUR % Erasmus MC % Totaal

Hoogleraar Man Vrouw Totaal 53 5 58 44 13 57 34 15 48 105 21 126 8 2 10 8 2 10 7 3 10 44 7 51 7 5 12 205 52 257 105 21 126 310 73 383 80,08% 19,92% 83,33% 16,67% 80,08% 19,92%

Sickness absenteeism Sickness absenteeism of 2019, compared to 2018

159

Bijzonder hoogleraar Man 6 12 6 60 6 4 7 10 1 50 60 110 74,63% 74,07% 74,63%

Totalen Vrouw Totaal Man 1 7 59 0 12 56 4 10 40 21 81 165 4 10 14 1 5 12 2 9 14 3 13 54 0 1 8 17 67 255 21 81 165 38 148 420 25,37% 78,70% 25,93% 79,71% 25,37% 79,10%

Vrouw 6 13 18 42 6 3 5 10 5 69 42 111 21,30% 20,29% 20,90%

Totaal 65 69 59 207 20 15 19 64 13 324 207 531

Percentage of sickness absenteeism

Professor by special appointment

Total Full Total Hoogleraar professors professor professors

Total Totaal professors

Erasmus MC ESE ESHCC ESHPM ESL ESPhil ESSB ISS RSM Totaal Subtotaal EUR Subtotaal Erasmus MC % EUR % Erasmus MC % Totaal

Male 60 6 7 6 10 4 6 1 10 110 50 60

Female 21 1 2 4 2 1 4 3 38 17 21

81 7 9 10 12 5 10 1 13 148 67 81

126 58 10 10 57 10 48 12 51 382 256 126

74,63% 74,07% 74,07%

25,37% 25,93% 25,93%

Female 1 1 1 0

1 1 1 0

Male 105 53 7 8 44 8 34 7 44 310 205 105

Female 21 5 3 2 13 2 14 5 7 72 51 21

80,08% 83,33% 83,33%

19,92% 16,67% 16,67%

207 65 19 20 69 15 59 13 64 531 324 207

Average duration of sickness absenteeism, in days Personeelscategorie

2018

2019

Verschil

WP OBP WP & OBP

15,19 11,62 12,66

21,89 17,37 18,85

6,70 5,75 6,19

Personeelscategorie

2018

2019

Verschil

WP OBP WP & OBP

0,38 0,73 0,57

0,36 0,63 0,51

‑ 0,02

Sickness noti cation frequency (Average number of sickness noti cations per person)

‑ 0,10 ‑ 0,06

Percentage of non-sick sta Personeelscategorie

2018

2019

Verschil

WP OBP WP & OBP

75,82 65,58 70,26

74,63 62,80 68,30

‑ 1,19 ‑ 2,78 ‑ 1,96

Total numbers of persons renumerated at EUR, excl. Erasmus MC As at 31 December 2019 Totaal aantal personen EUR

ESE

Mannen Vrouwen

160

UHD 53 5

UD 31 8

Overig WP 48 31

Promovendi 14 6

Student assistent 44 25

OBP 115 88

Totaal 21 75

326 238

Totaal aantal personen EUR

UHD

Overig WP

ESL ESSB ESPhil ESHCC RSM ESHPM ISS ABD & CvB UB PS Totaal Mannen Vrouwen

Totaal 58 39 79 Mannen 44 18 25 Vrouwen 13 10 25 Totaal 57 28 50 Mannen 34 16 29 Vrouwen 15 10 51 Totaal 49 26 80 Mannen 8 8 6 Vrouwen 2 2 2 Totaal 10 10 8 Mannen 7 11 11 Vrouwen 3 1 19 Totaal 10 12 30 Mannen 44 35 54 Vrouwen 7 15 23 Totaal 51 50 77 Mannen 8 13 17 Vrouwen 2 10 22 Totaal 10 23 39 Mannen 7 9 8 Vrouwen 5 6 10 Totaal 12 15 18 Mannen 0 0 0 Vrouwen 0 0 0 Totaal 0 0 0 Mannen 0 0 0 Vrouwen 0 0 0 Totaal 0 0 0 Mannen 0 0 0 Vrouwen 0 0 0 Totaal 0 0 0 Mannen 205 141 198 Vrouwen 52 62 183 Totaal 257 203 381 79,77% 69,46% 51,97% 20,23% 30,54% 48,03%

Promovendi

20 50 102 152 75 142 217 8 3 11 28 44 72 28 27 55 4 17 21 5 6 11 0 0 0 0 0 0 0 0 0 212 347 559 37,92% 62,08%

Student assistent

69 18 29 47 20 46 66 8 5 13 13 21 34 54 38 92 19 45 64 2 8 10 0 0 0 0 0 0 0 0 0 178 217 395 45,06% 54,94%

OBP

Totaal

203 96 564 21 28 204 49 62 290 70 90 494 5 26 205 10 90 364 15 116 569 6 1 45 3 6 23 9 7 68 3 4 77 11 34 133 14 38 210 36 37 288 33 128 271 69 165 559 0 8 69 3 23 122 3 31 191 0 11 42 0 45 80 0 56 122 0 35 35 1 64 65 1 99 100 0 35 35 0 42 42 0 77 77 5 181 186 8 250 258 13 431 444 191 387 1512 206 819 1886 397 1206 3398 48,11% 32,09% 44,50% 51,89% 67,91% 55,50%

Total number of paid FTEs, excl. Erasmus MC As at 31 December 2019

Full prof.

ESE ESL ESSB

Male Female Totaal Male Female Totaal Male Female

161

Assosciate Assistant prof. prof. 39 0 39 36 12 48 20 5

41 11 52 18 10 28 22 15

Academic sta , other 49 30 79 22 21 43 20 38

10 8 18 55 92 147 67 118

PhD Student candidates Assistants 48 24 72 16 27 43 19 52

133 115 248 26 54 80 3 15

Supporting and Managerial Sta

Total 18 72 90 20 58 78 25 70

338 261 599 193 274 467 176 313

Full prof.

ESPhil ESHCC RSM ESHPM ISS ABD & CvB UB USC Totaal Male Female

Totaal Male Female Totaal Male Female Totaal Male Female Totaal Male Female Totaal Male Female Totaal Male Female

Totaal Male Female Totaal Male Female Totaal Male Female Totaal

85,50% 14,50%

162

Assosciate Assistant prof. prof. 25 6 1 7 9 3 12 35 0 35 6 2 8 7 4 11 1 0

37 7 1 8 8 2 10 46 11 57 12 10 22 10 8 18 0 0

1 0 0 0 0 0 0 159 27 186

0 0 0 0 0 0 0 164 68 232 70,70% 29,30%

52,20% 47,80%

Academic sta , other 58 5 3 8 13 19 32 49 26 75 21 25 46 7 8 15 0 0

0 0 0 0 0 0 0 186 170 356

185 2

PhD Student candidates Assistants

2 22 42 64 31 26 57 9 14 23 6 9 15 0 0

71 5 2 7 10 16 26 58 33 91 16 37 53 2 7 9 0 0

18 4 2 6 3 11 14 45 44 89 0 4 4 0 0 0 1 3

0 0 0 0 0 0 0 202 309 511 39,50% 60,50%

0 0 0 0 0 0 0 174 198 372 46,80% 53,20%

4 0 0 0 6 4 10 221 252 473 46,70% 53,30%

Supporting and Managerial Sta 95 3 11 14 4 31 35 34 127 147 9 24 33 7 34 41 20 45

Total 489 32 20 52 69 124 193 298 267 551 73 116 189 39 70 109 22 48

65 70 31 31 39 39 70 70 182 188 237 241 386 396 353 1459 748 1770 1101 3229 32,10% 45,20% 67,90% 54,80%

Appendix 5: Exchange Agreements

163

Exchange agreements Erasmus MC Name Partner University Peking University Health Science Center, Peking, China Hong Kong University University of the Philippines College of Medicine, Philippine General Hospital Academisch Ziekenhuis Paramaribo Aleris Specialist Sjukvard Axesshuset

Outbound Inbound Exchange Agreement 1 1 10 1

3 2

Yes Yes Yes Yes Yes

Zweden Boston Children's Hospital / Boston / United States Centro de salud San Jeronimo Charité-Universitätsmedizin Berlin

5 1 1

Yes Yes Yes

Berlijn, Duitsland Diakonessenhuis in Paramaribo te Suriname Donkorkrom Hospital

6 1

Yes Yes

Ghana Donkorkrom Hospital, Presbyterian Church of Ghana

Yes

Ghana Dr. Horacio E. Oduber Hospitaal Ege University Medical Faculty Hospital, Izmir, Turkije Elective Ghana

4 2 1

Yes Yes Yes

Donkorkrom, Foundation University of Health Sciences (FUCS) General Massachusetts Hospital / Boston / VS Great North Children's Hospital, Newcastle upon Tyne, Engela Great Ormond Street Hospital

2 1 3 4

Yes Yes Yes Yes

Hammersmith Hospital - London - Great-Brittain Ho Chi Minh Universiity of Medicine and Pharmacy, at Vietnam Holy Family Hospital Techiman

1 1 1

Yes Yes Yes

Yes

Göteborg

Afram Plains

Donkorkrom Presbyterian Hospital

Techiman Ghana Hospital Quirónsalud Sagrado Corazón Sevilla Spanje Institut National de Chirurgie Cardiaque et de Cardiologie L 164

Name Partner University

Outbound Inbound Exchange Agreement

Istanbul University Cerrahpasa Faculty of Medicine Johns Hopkins University School of Medicine, Baltimore, US Keio University Keta Municipal Hospital

1 1 1 1

Yes Yes Yes Yes

Ghana Kiwoko hospital

Yes

Uganda Komfo Anokye Teaching Hospital / Kumasi / Ghana Kumi Hospital La Sonrisa NaranYes Little eld Practice,Freshney Green Health Centre in Grimsby Kaapstad, Zuid Afrika Macha Mission Hospital Zambia MOI university, Eldoret, Kenia Mulanje Mission Hospital Murdoch Children's Research Institute

4 3 1 1 1 4 2 4 1

Yes Yes Yes Yes Yes Yes Yes Yes Yes

Melbourne, Australië National University Hospital Singapore Ndala Mission Hospital Patan Hospital / PAHS PontiFicia Universidad Católica de Chile

1 2 1 2

Yes Yes Yes Yes

Santiago, Chili Psychiatrisch Centrum Suriname (PCS)

Yes

Suriname Regina Coeli Mission Hospital Regina Coeli Mission Hospital

1 1

Yes Yes

Zimbabwe Regionshospitalet Viborg - Hospitalsenhed Midt

Yes

Viborg, Denem Royal Adelaide Hospital / Adelaide / Australië Royal women's hospital

1 1

Yes Yes

Australië Saint Francis Hospital Sint-Elisabeth Hositaal, Willemstad in Curacao Sint-Elisabeth Hospitaal Curacao Sri Sathya Sai Institute of Higher Medical Sciences

1 3 1

Yes Yes Yes Yes

India St. Francis Mission Hospital Katete Zambia Sultan Qaboos University Hospital Oman Tehran University of Medical Sciences Iran

1 1 1

Yes Yes Yes

Melbourne

165

Name Partner University

Outbound Inbound Exchange Agreement

Tel Aviv Sourasky Medical Center

Yes

Tel Aviv, Israël The holy family hospital, Berekum, Ghana The Hospital for Sick Children - Toronto - Canada The University of Queensland Brisbane, Australië Uniklinikum Aachen Universidade Federal de Minas Gerais Belo Horizonte,Brazilië Universitair Psychiatrisch Centrum KU Leuven Universitas GadYesh Mada Universitätsklinikum Mannheim GmbH Mannheim, Duitsland UniversitätsSpital Zürich, Zwitserland Universitetet i Oslo, Noorwegen University Medical Centre / Emergency Department & Internal University of Auckland, Nieuw-Zeeland University of British Columbia, Vancouver, Canada University of Cambridge, Engeland University of Malaya / Kuala lumpur / Maleisie University of Medicine and Pharmacy Ho Chi Minh City, Vietna University of Pittsburgh, Pittsburgh, USA Yespan: Kyoto University Australia: Monash University and Alfred Hospital (Melbourne) China: Hong Kong University Pasteur Research Pole Denmark: Staten Seruminstitute Copenhagen Germany: University Medical Center Hamburg-Eppendorf Sweden: Stockholm University UK: Manchester University Spain: Universitat Autònoma de Barcelona Portugal: University of Lisboa Catholic University of Rome Guy's Hospital, Londen, Verenigd Koninkrijk Hammersmith Hospital, Londen, Verenigd Koninkrijk (minor) Institute for Clinical and Experimental Medicine, Praag, Polen Manchester Royal In rmery Medical University of Warsaw Medizinische Universitat Innsbruck Queen Elizabeth Hospital Birmingham Royal In rmery, Edinburgh Sahlgrenska University Hospital Tor Vergata University, Rome Universitatsklinikum Freiburg University Hospital Leuven University of Bologna University of Padua Federal University of Minas Gerais, Brazil - Belo Horizonte Faculdade Pernambucana de Saúde; Instituto de Medicina Integral Professor Fernando Figueira - Brazil, Recife

1 1 1 1 1 1 1 1 1 1 1 1 2 1 2 1 1 2 2 1 2 1 2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 5 5

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

166

Name Partner University

Outbound Inbound Exchange Agreement

FUCS Bogota, Colombia Medical University of Havana - Salvador Allende Medical School - Cuba Universidad Central de Ecuador New Abirem Government Hospital, Kwahu Government Hospital & Greater Accra Regional Hospital (Ridge) - Ghana FKUI - Yeskarta, Indonesia FK-UNAIR - Surabaya, Indonesia FK-UGM - Yogyakarta, Indonesia Moi University - Kenia Sultan Qaboos University - COLLEGE OF MEDICINE AND HEALTH SCIENCES Oman University of Cape Town - Faculty of Health Sciences - Zuid-Afrika Faculty of Health Sciences - University of Limpopo & Polokwane Provincial Hospital - Zuid-Afrika Diakonessenhuis & Medische Zending - Suriname KilimanYesro Christian Medical Centre - Tanzania Makerere University School of Medicine & Kumi Hospital - Uganda University of Medicine and Pharmacy, HCMC - Vietnam University Teaching Hospital & Macha Mission Hospital - Zambia College of Health Sciences - University of Zimbabwe & Chikombedzi Mission Hospital Totaal

4 6 6 6

Yes Yes Yes Yes

8 4 4 8 5

Yes Yes Yes Yes Yes

6 5

Yes Yes

6 4 4 6 6 4

Yes Yes Yes Yes Yes Yes

265

ESE Name Partner University Argentina, University of Buenos Aires Australia, Swinburne University of Technology, Melbourne Australia, University of Technology, Sydney Australia, Western Sydney University Australia, Australian National University, Canberra Australia, Monash University Austria, WU Vienna University of Economics and Business Belgium, Ghent university Belgium, Katholieke Universiteit Leuven Belgium, University of Antwerp Brazil, University of São Paulo Canada, Carleton University, Ottawa Canada, Haskayne School of Business, Calgary Canada, Queen's University Canada, University of Western Ontario, London Canada, York University, Toronto Chile, University of Chile China, Central University of Finance and Economics, Beijing

167

Outbound Inbound 2 0 2 1 1 2 4 2 1 2 4 2 2 2 1 1 2 0

3 0 2 1 1 2 4 0 2 0 1 1 0 0 2 1 4 2

Exchange Agreement Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

Name Partner University China, Fudan University, School of Economics, Shanghai China, City University of Hong Kong China, Shanghai University of Finance and Economics China, Renmin University, School of Economics, Beijing China, Peking University, School of Economics, Beijing China, University of Hong Kong China, Wuhan University Colombia, Universidad de los Andes Croatia, University of Zagreb, Faculty of Economics and Business Czech Republic, University of Economics, Prague Denmark, Aarhus University, School of Business and Social Sciences Denmark, University of Copenhagen Finland, University of Helsinki Finland, University of Turku France, Audencia Business School France, Ecole de Management de Normandie France, EM Lyon Business School France, ESSEC Business School, Cergy France, Université Paris 1 Panthéon-Sorbonne France, University of Strasbourg France, Toulouse 1 Capitole University France, ENSAI - National School for Statistics and Information Analysis Germany, Goethe University Frankfurt am Main Germany, Humboldt's School of Business and Economics Germany, Ludwig Maximilians Universität München Germany, University of Mannheim Greece, Athens University of Economics and Business Hungary, Corvinus University of Budapest Indonesia, Universitas GadYesh Mada, Yogyakarta Ireland, Trinity College Dublin Italy, Bocconi University, Milan Italy, University of Milano-Bicocca Italy, University of Pisa Italy, University of Bologna Yespan, Hitotsubashi University, Tokyo Yespan, Keio University, Tokyo Yespan, Keio University, School of Economics, Tokyo Yespan, Waseda University Mexico, ITAM New Zealand, The AUT Business School, Auckland University of Technology Norway, BI Norwegian Business School, Oslo Norway, Norwegian University of Science and Technology, Trondheim Norway, University of Bergen Norway, University of Oslo Peru, Universidad del Pací co Poland, Warsaw School of Economics 168

Outbound Inbound

Exchange Agreement

1 4 6 2 4 4 0 2 4 3 1 1 1 2 2 2 1 2 2 2 2 2 3 2 4 2 5 3 4 2 10 2 2 4 5 2 2 1 4 2

4 1 5 2 2 1 1 4 3 3 3 0 0 0 1 0 2 4 3 2 1 0 4 0 4 1 2 3 1 3 5 1 2 4 1 2 1 2 1 0

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

2 3 2 2 4 0

2 2 0 0 3 0

Yes Yes Yes Yes Yes Yes

Name Partner University

Outbound Inbound

Portugal, ISEG - Universidade de Lisboa Portugal, Nova School of Business and Economics, Lisbon Portugal, University of Coimbra Russia, National Research University Higher School of Economics, Moscow Russia, Lomonosov Moscow State University Singapore, Nanyang Technological University Singapore, Singapore Management University Slovenia, University of Maribor South Africa, University of Pretoria South Korea, Korea University South Korea, Sung Kyun Kwan University (SKKU), Seoul South Korea, Yonsei University, Seoul Spain, Universidad Autònoma de Barcelona Spain, Universidad Autònoma de Madrid Spain, Carlos III University of Madrid Spain, Universitat de Barcelona Spain, Pompeu Fabra University, Barcelona Sweden, University of Gothenburg Sweden, Örebro University Sweden, Stockholm University Sweden, Lund University Switzerland, University of Zurich Turkey, Bogaziçi University Turkey, Middle East Technical University, Ankara United Kingdom, City University London United Kingdom, University of Essex United Kingdom, University of Glasgow Uruguay, Universidad de Montevideo USA, George Mason University USA, Texas A&M University USA, UNC at Chapel Hill Totaal

Exchange Agreement

2 2 4 4

2 4 1 5

Yes Yes Yes Yes

2 2 4 2 0 1 5 4 4 3 5 2 3 2 1 1 0 3 3 0 4 2 2 2 1 6 3 232

2 0 5 1 0 2 4 2 3 5 5 2 4 1 0 0 0 3 2 1 0 1 3 2 1 6 0 179

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

ESHCC Name Parter University Torcuato Di Tella University Yesmes Cook University Swinburne University of Technology University of New South Wales University of Sydney University of Technology Sydney Western Sydney University University of Vienna 169

Outboud

Inbound

Exchange Agreement

1 1 2 3 3 2 1

1 3 1 1 6 0 4

Yes Yes Yes Yes Yes Yes Yes Yes

Name Parter University Free University of Brussels University of Antwerp PUC-Rio Carleton University University of Calgary University of Ottawa University of Waterloo University of Western Ontario York University Major University PUC-Chile Chinese University of Hong Kong City University of Hong Kong Communication University of China Hong Kong Baptist University Hong Kong University of Science and Technology Jinan University Renmin University of China Shanghai International Studies University Anglo-American University Charles University Aarhus University Copenhagen Business School University of Copenhagen Tallinn University University of Helsinki Audencia Nantes Sciences Po Paris Free University Berlin University of Mannheim University of Münster Central European University Corvinus University of Budapest University of Iceland University College Dublin University of Limerick Bocconi University LUISS Guido Carli University Sapienza University of Rome Keio University Rikkyo University Waseda University University of Monterrey University of the Americas Puebla Victoria University of Wellington University of Bergen University of Oslo

170

Outboud

Inbound

Exchange Agreement

1 4 1 3 2 3 1 1 1 3 3 4 1 1 3 1 2 2 1 3 1 2 2 3 5 3 2 4 2 3 2 2 1 2 1

1 0 0 3 0 0 1 1 0 0 0 4 1 2 2 3 0 0 3 0 2 2 1 4 0 0 2 0 1 1 2 0 2 0 2 0 2 6 5 1 1 1 0 2 0 0

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

Name Parter University University Institute Lisbon Nanyang Technological University National University of Singapore Singapore Management University University of LjublYesna Rhodes University Chung-Ang University Korea University Seoul National University Yonsei University CEU San Pablo University ESERP Barcelona Ramon Llull University University Carlos III of Madrid University of Navarra Linköping University Lund University Stockholm University University of Lugano University of Zurich National Chengchi University National Taiwan University Istanbul Bilgi University Koç University Cardi University Goldsmiths University of London Loughborough University Newcastle University Nottingham Trent University Queen's University Belfast University of Birmingham University of Exeter University of Leeds University of Leicester University of She eld University of Stirling University of Manchester Central Michigan University Florida State University George Mason University Hawai'i Paci c University Purdue University Northwest San Diego State University San Francisco State University Stony Brook University University of Illinois at Chicago Western Washington University

171

Outboud

Inbound

Exchange Agreement

2 4 4 3 1 1 2 2 4 2 4 2 6 4 2 1 2 1 2 3 1 1 7 1 1 1 1 2 1 1 1 4 4 2

0 2 6 0 2 0 2 2 2 2 1 3 2 0 4 4 1 1 1 2 1 1 0 3 0 0 2 0 1 1 0 1 2 0 0 0 0 0 1 0 2 0 2 0 0

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

Name Parter University

Outboud

Inbound

Exchange Agreement

169

128

Totaal

ESHPM Naam partneruniversiteit University of Oslo Management Center Innsbruck University of Bologna Copenhagen Business School University of Eastern Finland - Kuopio University of Ottawa (Canada) University of Bayreuth University of Hamburg Totaal

Outbound

Inbound

Exchange Agreement

10 19 13 2 7 1 52

10 12 12 5 1 40

Yes Yes Yes Yes Yes Yes Yes Yes

ESL Name Partner University Ankara University Aristotle University of Thessaloniki Bar-Ilan University Bilkent University Carleton University China University of Political Science and Law Copenhagen University East China University of Policial Science and Law Eotvos Lorand University European University Viadrina Frankfurt Florida State University Friedrich-Schiller-Universitat Jena Fudan University Korea University KU Leuven Kuta n Moscow State Law University Luis Guido Carli University Lund University Masaryk University National and Kapodistrian University of Athens National University Singapore Palacky University Paris Descartes University Peking University

172

Outbound

Inbound

Exchange Agreement

0 1 1 0 5 0 1 4 3 1 2 0 2 0 0 1 2 0 1 2 2 0 0 2

1 2 3 2 2 2 1 4 1 1 4 1 2 1 1 2 2 1 2 2 4 1 1 2

Name Partner University Renmin University Shanghai Jiao Ton University Stockholm University University Bocconi University College Cork University of Barcelona University of Bologna University of Bucharest University of Buenos Aires University of Glasgow University of Hamburg University of Helsinki University of Hong Kong University of Indonesia University of Innsbruck University of Konstanz University of New South Wales University of Oslo University of Ottawa University of Salamanca University of Tartu University of Vienna University of Warsaw University of Zagreb University of Zurich Western Sydney University Wuhan University Istanbul Bilgi City University Hong Kong University of Essex GadYesh Mada University Hebrew University of Jeruzalem Hofstra University Istanbul University University of Lissabon University of Pretoria Northwest University Potchefstroom Totaal

Outbound 0 1 0 4 0 1 0 1 0 2 0 0 0 0 1 0 6 0 1 1 0 0 1 0 2 0 0 3 3 1 2 3 2 2 2 2 1 72

Inbound 1 3 1 1 2 2 1 1 1 5 1 1 1 3 1 1 3 1 4 1 1 2 1 2 2 1 2 0 0 0 0 0 0 0 0 0 0 91

Exchange Agreement

ESPhil Name Partner University Universita di Bologna University of Sydney

173

Outbound

Inbound

Exchange Agreement

1 2

2 0

Yes Yes

Name Partner University Sapienza, Rome Complutense Madrid Warwick University Universita Vita-Salute San Ra ele Freie Universitat Berlin Fudan University Ghent University University of Bayreuth KU Leuven Totaal

Outbound 1 1 1 0 2 3 0 0 0 11

Inbound 2 0 1 1 2 1 2 1 1 13

Exchange Agreement Yes Yes Yes Yes Yes Yes Yes Yes Yes

ESSB Naam partneruniversiteit Adam Mickiewicz University Bocconi university Ca'Foscari Carleton University Chinese University of Hong Kong Chung-Ang University City University of Hong Kong Florida State University Corvinus University Budapest George Mason University German University of Administrative Sciences Speyer Ghent University Glasgow Caledonian University Hanyang University IEP de Grenoble IEP de Lille IEP de Paris Instanbul Bilgi University Instituto Superior de Ciencias do Trabalho e da Empresa Keio University Koç University Konkuk University KU Leuven Lingnan University Lund University Nanyang Technological University National University of Singapore Pusan National University Queen's University of Belfast Renmin University of China Roskilde Universitet

174

Outbound Inbound 1 2 2 4 4 3 2 1 1 1 1 2 3 4 3 3 2 3 2 2 3 4 4 1 3

1 1 2 1 3 2 1 1 1 1 1 2 1 3 1 2 1 4

Exchange agreement Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

Naam partneruniversiteit Sabanci University San Francisco State University Seoul National University Stony Brook University Swinburne University of Technology Tallinn University of Technology Umeä Universitet Universidad Autónoma de Barcelona Universidad Complutense De Madrid Universidad de Monterrey Universidad de Mayor Universität Salzburg Université catholique de Louvain (UCL) University College of the Fraser Valley University of Bergen University of Eastern Finland University of Essex University of Fraser Valley University of Konstanz University of Mannheim University of Limerick University of New South Wales University of Oslo University of Ottawa University of Sydney, Australia University of Technology, Sydney University of Waterloo Vrije Universiteit Brussel Western University, Ontario Western Washington University Totaal

Outbound Inbound 2 2 9 2 2 2 1 2 1 3 1 2 1 3 1 2 1 1 2 2 1 3 2 2 3 2 2 3 2 1 2 2 2 1 1 2 1 2 3 6 113 62

Exchange agreement Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

EUC Name Partner University Acibadem Charles University Prague Chinese University of Hong Kong Chulalongkorn University, Bangkok City University of Hong Kong (CityU) Fudan University Grenoble Alpes University Indiana University Kansai University Keio University

175

Outbound

Inbound

Exchange Agreement

1 2 3 4 3 1 2

1 4 1 1 1 1

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

Name Partner University King’s University College Koç University Korea University Kyung Hee University Rocky Mountain College Roskilde University Saint Vincent College Seoul National University Universidad de Monterrey Universidad Loyola Andalucía Bocconi University Universitat Pompeu Fabra Université Grenoble Alpes University Adolfo Ibáñez University Mannheim University of Monterrey University of Leeds University of Limerick University of New South Wales Totaal

Outbound 2 3 1 1 1 1 3 2 4 2 36

Inbound 1 2 2 1 4 2 1 2 3 3 30

Exchange Agreement Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

RSM

Name Partner University

Austria

Management Centre Innsbruc Vienna University of Economics and Business Administration UCL Louvain + Mons University of Economics Prague Aarhus Copenhagen Business School Aalto University School of Business EDHEC Business School EM Lyon Business Business School ESC Rennes ESSCA ESSEC Grenoble École de Management HEC Paris Aix-Marseille University, AMU Institut d'etudes Politiques de Paris, SciencesPo University Paris Dauphine University of Cologne Universitat Mannheim WHU

Belgium Czech Denmark Finland France Germany

176

Outbound Inbound

Student Exchange agreement (Yes/No?)

2 9

0 6

Yes Yes

2 5 3 10 5 4 6 3 2 2 0 1 2 2 10 2 2 2

1 6 2 13 5 2 2 2 6 4 0 1 0 4 8 3 3 2

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

Greece Hungary Iceland Ireland Israel Italy Norway

Name Partner University

AUEB Corvinus University of Budapest ReykYesvik University Trinity College Dublin University College Dublin - Smur t University College Dublin - Quinn Tel Aviv University Bocconi University LLUIS BI Norwegian School of Management The Norwegian School of Econ. and Bus. Admin. (NHH) Poland Warsaw School of Economics Portugal Universidade Nova de Lisboa Universidade Católica Portuguesa Russia St. Petersburg State University Spain Instituto de Empresa University (IE Madrid) EADA ESADE ICADE Universidad Carlos III de Madrid University of Navarra Universitat Pompeu Fabra Sweden Stockholm School of Economics Switzerland University St. Gallen Turkey Koç University UK Aston University University of Bath City University of London Imperial College Business School Lancaster University Leeds University London School of Economics University of Manchester University of Strathclyde University of Glasgow University of Warwick Canada University of Calgary HEC Montréal McGill University Queen's University University of British Columbia Western University (Ivey) York University US Babson College Brandeis University University of Chicago 177

Outbound Inbound

Student Exchange agreement (Yes/No?)

0 5 0 2 1 6 0 15 4 1 14

0 4 4 6 1 6 3 17 3 4 10

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

3 6 7 7 6 2 6 1 7 4 0 7 8 1 6 5 0 0 2 0 0 1 0 0 3 2 0 0 10 2 7 5 3 0 0

0 8 8 6 7 2 6 2 8 2 2 12 9 4 4 5 2 1 1 1 1 1 0 4 2 3 6 1 9 2 9 4 2 1 0

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

Argentina Brazil Chile Costa Rica Mexico

Name Partner University

Duke University Emory University Florida International University Florida State University Georgia State University Indiana University - Kelley Indiana University - SPEA University of Illinois University of Iowa Northwestern University (MBA) New York University Ohio State University Texas Tech University Tulane University UC Davis University of Maryland University of Michigan University of North Carolina - Kenan Flagler University of Virginia University of Pennsylvania University of Southern California - Marshall University of South Carolina - Darla Moore University of Texas at Austin University of Washington - Foster University Belgrano Universidad Torcuato di Tella (UTDT) Fundaçao Getúlio Vargas Coppead Ponti cia Universidad Católica de Chile (PUC) Universidad Adolfo Ibanez INCAE Instituto Tecnológico Autónomo de México (ITAM) Instituto Tecnológico de Estudios Superiores (ITESM) Peru Escuela de Administración de Negocios (ESAN) Venezuela IESA China The Chinese University of Hong Kong (CUHK, SZ) Fudan University Peking University Renmin University Shanghai Jiaotong University - Antai Shanghai Jiaotong University - SAIF Shanghai university SUFE Sun Yat-sen University Tongji University Tsinghua University Hong Kong The Chinese University of Hong Kong (CUHK) 178

Outbound Inbound

Student Exchange agreement (Yes/No?)

1 1 0 1 4 3 0 0 1 1 0 1 0 1 0 1 6 10 5 1 8 4 2 6 0 6 5 0 4 5 0 0 0

2 1 2 2 3 2 4 0 0 0 0 0 0 4 0 3 8 13 5 1 10 5 1 8 0 4 6 1 2 3 2 1 4

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

1 2 3 1 2 0 0 0 6 5 0 6 5

0 0 6 2 2 0 4 2 5 4 0 5 8

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

Name Partner University

Hong Kong Baptist University The Hong Kong University of Science and Technology (HKUST) The City University of Hong Kong (CityU) Hong Kong Poly U The University of Hong Kong GadYesh Mada University Indian Institute of Management Bangalore (IIMB) IIM Calcutta Indian School of Business Hyderabad (ISB) Management Development Institute Keio University Nagoya University of Commerce & Business (NUCB) Waseda EWHA Womans University KAIST Korea University KUBS Seoul National University Yonsei University Kuwait University AIM Nanyang Technological University National University of Singapore (NUS) Singapore Management University (SMU) National Chengchi University (NCCU) National Taiwan University (NTU) Thammasat University B Thammasat University E University of Chulanlongkorn Monash University Queensland University of Technology University of Melbourne University of Sydney University of New South Wales University of Technology, Sydney University of Otago University of Waikato ESCA University of Pretoria

Indonesia India Yespan Korea Kuwait Philipines Singapore Taiwan Thailand Australia New Zealand Morocco SouthAfrica

179

University of Witwatersrand Totaal

Outbound Inbound

Student Exchange agreement (Yes/No?)

3 5

5 6

Yes Yes

5 5 6 2 2 0 2 2 3 0

5 4 6 8 1 1 0 0 4 6

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

2 2 1 0 0 6 0 0 5 11 12 7 7 1 3 1 1 2 9 8 5 2 1

2 2 2 5 1 3 0 0 5 15 12 7 6 3 3 3 1 2 5 9 4 1 0

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

1 0 0

2 1 4

Yes Yes Yes

1 464

2 544

Yes

Appendix 6: Information about EUR as a legal entity

180

Information about EUR as a legal entity Competent authority number

00010 - 21PE

Statutory name

Erasmus Universiteit Rotterdam

Legal form

Publiekrechtelijke Rechtspersoon

Chamber of Commerce number

24495550

Sector

Wetenschappelijk onderwijs

Statutory address Street

Burgemeester Oudlaan 50

Postal code

3062 PA

Place

Rotterdam

Correspondence address P.O. Box number

1738

Postal code

3000 DR

Place

Rotterdam

Telephone number

(010) 408 1111

Internet address

www.eur.nl

Contact person Name

dr. P.J. Jellema

Position

Hoofd Corporate Planning & Control

Telephone number

(010) 408 1692

E-mail address

pieter.jellema@eur.nl

Details of accountant Name of the accountancy rm

Deloitte

Name of the accountant

G. Straatman R.A.

181

Appendix 7: List of abbreviations

182

List of abbreviations ABD

Algemene Bestuursdienst

ACE

Academic Center of Excellence

AOE

administratie organisatorische eenheid

ATLAS

Association of Transnational Law Schools

AVG

Algemene Verordening Gegevensbescherming

Algemene Zaken

bama

bachelor-master

BKO

Basiskwali catie Onderwijs

BSA

Bindend studieadvies

Bsik

Besluit subsidies investeringen kennisinfrastructuur

CDHO

Commissie Doelmatigheid Hoger Onderwijs

CEPHIR

Centre for E ective Public Health In the larger Rotterdam area

CIP

Career in Progress

CLI

Community for Learning & Innovation

CPC

Corporate Planning and Control

CROHO

Centraal Register Opleidingen Hoger Onderwijs

CvB

College van Bestuur

CWI

Commissie Wetenschappelijke Integriteit

DRIFT

Dutch Research Institute for Transitions

ECE

Erasmus Centre for Entrepreneurship

ECLC

Erasmus China Law Center

183

ECSP

Erasmus Centre for Strategic Philanthropy

ECTS

European Credit Transfer System

ECV

Erasmus Centre for Valorisation

EDLE

European Doctorate in Law and Economics

EDSC

Erasmus Data Service Centre

EEPI

Erasmus Electronic Publishing Initiative

EER

Erasmus Education Research

EGSH

Erasmus Graduate School of Social Sciences and Humanities

EGSL

Erasmus Graduate School of Law

EHA

Erasmus Honours Academy

EHP

Erasmus Honours Programme

EI VCC

Erasmus Initiative Vital Cities and Citizens

EMDI

Erasmus Migratie en Diversiteit Instituut

ENVH

Erasmus Netwerk Vrouwelijke Hoogleraren

Erasmus MC

Erasmus Universitair Medisch Centrum Rotterdam

EREAD

Erasmus MC Research & Education Accomodation Development

ERC

European Research Council

ERIM

Erasmus Research Institute of Management

ERSB

Erasmus Research and Business Support

ESE

Erasmus School of Economics

ESHCC

Erasmus School of History, Culture and Communication

ESHPM

Erasmus School of Health Policy & Management

184

ESL

Erasmus School of Law

ESNR

European Student Network Rotterdam

ESPhil

Erasmus School of Philosophy

ESSB

Erasmus School of Social and Behavioural Sciences

ESSC

Erasmus Studenten Service Centrum

EUC

Erasmus University College

Eu-HEM

European Master in Health Economics and Management

EUR

Erasmus Universiteit Rotterdam

FGG

Faculteit der Geneeskunde en Gezondheidswetenschappen

Fte

Fulltime equivalent

GITC

General IT Controls

GUO

Gemeenschappelijk uitvoeringsorgaan

Hoogleraar

Hoger Onderwijs

HOKA

Hoger Onderwijs Kwaliteitsafspraken

HST

Instituut Health Science & Technology

IBA

International Business Administration

IHS

Institute for Housing and Urban Development Studies

IPRC

International Peer Review Committee

ISS

International Institute of Social Studies

ITK

Instellingstoets Kwaliteitszorg

KNAW

Koninklijke Nederlandse Akademie van Wetenschappen

185

KWP

Kenniswerkplaats

LDE

Leiden-Delft-Erasmus: samenwerkingsverband drie universiteiten

LEI

Universiteit Leiden

LOL

Leergang Onderwijskundig Leiderschap

LSH

Life Science & Health

LTC

Language & Training Centre

MMAPP

Mundus Master program in Public Policy

Medewerkersonderzoek

MOOC

Massive Open Online Course

NIHES

Netherlands Institute For Health Sciences

NOA

Nationaal Onderwijs Akkoord

NRO

Nationaal Regieorgaan Onderwijsonderzoek

NVAO

Nederlands-Vlaamse Accreditatie Organisatie

NWA

Nationale Wetenschapsagenda

NWO

Nederlandse Organisatie voor Wetenschappelijk Onderzoek

OBP

Ondersteunend- en beheerpersoneel

OCW

ministerie van Onderwijs, Cultuur en Wetenschap

OECR

Onderwijskundig Expertisecentrum Rotterdam

OESO

Organisatie voor Economische Samenwerking en Ontwikkeling

PoR

Port of Rotterdam

QANU

Quality Assurance Netherlands Universities

R&O

Resultaat- en Ontwikkelingscyclus

186

RDO

Research Development O ce

REI

Research Excellence Initiative

Risbo

Rotterdams Instituut voor Sociaalwetenschappelijk Beleidsonderzoek

RSM

Rotterdam School of Management, Erasmus University

RSO

Research Support O ce

RvT

Raad van Toezicht

SDG

Sustainable Development Goals

SEP

Standaard Evaluatie Protocol

SKO

Senior Kwali catie Onderwijs

SPP

Strategische Personeelsplanning

SSC

Shared Service Centre

SSH

Stichting Studenten Huisvesting

TOP

Trainings- en Ontwikkelplatform

TTO

Technology Transfer O ce

TUD

Technische Universiteit Delft

Universiteitsbibliotheek

Universitair docent

UHD

Universitair hoofddocent

UNSDG

United Nations Sustainable Development Goals

Universiteitsraad

USC

University Support Centre

VJE

Voorbereidend Jaar Erasmus

187

VSNU

Vereniging van Nederlandse Universiteiten

VWO

Voorbereidend Wetenschappelijk Onderwijs

WFHW

Wet aangaande Financiering Hoger Onderwijs

WHOO

Wet op Hoger Onderwijs en Onderzoek

WNT

Wet Normering Topinkomens

Wetenschappelijk Onderwijs

Wetenschappelijk personeel

ZonMW

Zorgonderzoek Nederland en Medische Wetenschappen

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Imprint Imprint 

Photography Michelle Muus Arie Kers Leyla Hesna Claire Droppert – via Rotterdam Branding Toolkit Chris Gorzeman

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Editing

Coordination and editing: Marketing & Communications, Professional Services Text editing: Overbosch Communicatie Financial statement: Corporate Planning & Control



Website

www.eur.nl

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Postal address

P.O. Box 1738 3000 DR Rotterdam

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Street address

Burgemeester Oudlaan 50 3062 PA Rotterdam

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