The deep dives are an important part of the Business operations optimisation process. The aim of this programme is to achieve structural savings of €20 million within business operations, thereby making a substantial contribution to the university's overall savings target. The focus of the savings is on making the business operations more efficient by, among other things, simplifying, streamlining, digitising and deduplicating processes and services. In the autumn of 2024, we conducted a quick scan that provided insights into potential savings for each pillar within the business operations. This savings potential, the expectations of where and how savings can be made, is set out in hypotheses for each pillar. During the deep dives, these hypotheses are tested for effectiveness, desirability and feasibility for each pillar, together with employees. This provides concrete insight into savings opportunities. Below we describe the process of the deep dives. The pillars are tackled one by one in the deep dives.
Planning of all deep dives and follow-up to deep dives
The deep dives in the HR and i pillars (ICT & library services) were carried out in the past six months. Both pillars are currently working out the savings opportunities into an implementation plan with projects to realise actual savings. The first projects with a limited impact on operations, education and research are expected to be realised from August onwards. For projects with a big impact, the participational bodies will also be consulted. This will take place in the autumn, after which implementation can begin.
The deep dive in the Property & Facility services pillar has started in April and insights into savings opportunities are expected to be delivered in July. This pillar focuses on the use of spaces and buildings on campus. The development of real estate, catering and sports facilities is following other processes to reduce costs. Cleaning, maintenance and other contracts will be critically reviewed. Based on the results, an implementation plan will be drawn up after the summer with the projects to be carried out.
The deep dives in the Finance & Control and Marketing & Communications pillars will start in mid-June. Insights into savings opportunities for these pillars are expected in early October. No hypotheses with expectations regarding savings have yet been formulated in the Education Support, Research Support and Administration office pillars. This will be done this summer, after which the savings opportunities will be assessed in the autumn in terms of effectiveness, desirability and feasibility.
Progress of deep dives
A deep dive will be carried out in each pillar. During a deep dive, each hypothesis will be assessed to determine whether the expected savings are realistic. This means that the financial effects, personnel effects, effects on services and effects on the organisation are investigated. Employees from the pillars with knowledge and experience in the areas where the university expects to be able to make savings are involved in this process. Educational and research staff are also involved in the deep dive if a hypothesis has a direct effect on education support or research support.
During the process, the employees in the pillars are guided by the Business operations optimisation process team and, where necessary, assisted by an external specialist. This specialist takes a critical look at what has been delivered and also offers perspective on how other organisations have dealt with similar issues. In addition, the expert will point out external developments to Radboud University that we can benefit from.
Personnel effects
The aim is to achieve the necessary savings as much as possible by reducing non-personnel-related costs (e.g. through contracts with suppliers, quality levels of purchased products and services, and less hiring), but this will not be sufficient in all pillars. In many cases, the savings opportunities will also affect employees in a pillar. These effects can take various forms: a different division of tasks through digitisation or automation, the elimination of certain tasks from the job description, the transfer of work to another unit or the elimination of certain positions or job descriptions within the organisation. If certain positions or job descriptions are discontinued, this will initially be absorbed as far as possible by not replacing employees who leave due to retirement or resignation.
If, when drawing up the implementation plan, it becomes apparent that a cost-saving opportunity has organisational consequences, a plan for the organisational change will also be drawn. In this case, the participational bodies will be consulted and the employees concerned will be informed in good time. We currently have too little information to indicate which topics, processes or positions will be affected. This will need to be investigated in the deep dive and in preparation for implementation.
The savings target is significant and affects us all. We would like to emphasise that we will carry out the process in a controlled and careful manner, with due consideration for the impact on students and employees in our organisation. We understand that this may cause uncertainty and that you may have concerns. If so, please contact your manager, HR advisor or a member of the Business operations optimisation process programme.
