Department of Chemistry and Biotechnology

The Action Plan contributes to the implementation of the Tallinn University of Technology Strategic Plan 2026–2035 and the School of Science Action Plan 2026–2035.

The Action Plan is based on the following strategic objectives:

1. Strengthening the quality and international competitiveness of research
2. Developing doctoral education and academic career pathways
3. Enhancing the quality of teaching and increasing the number of graduates within n+1 years
4. Developing cooperation with industry and knowledge transfer
5. Increasing the Institute's societal impact and visibility
6. Developing an organisation that supports motivation and collaboration

Research

1. We increase the number of high-quality research publications at the Institute, including:
   1. We participate in the incentive scheme coordinated by the School of Science to motivate and recognise authors of Q1 publications.
2. We work systematically to ensure the high quality and optimal volume of doctoral education and to support academic career pathways, including:
   1. increasing the visibility and promotion of research topics, supervisors and research groups;
   2. organising career days for master's students to introduce academic career opportunities and increase admission to doctoral studies, thereby supporting academic career pathways;
   3. organising integration events for doctoral students;
   4. ensuring high quality in the attestation of doctoral students.
3. To increase the number and volume of research projects, we encourage and support staff in applying for new, as large-scale as possible, and preferably TalTech-coordinated projects.
4. We contribute to the development of the university's focus areas (in particular, the circular economy and valorisation of local resources; solutions for the defence sector; health technologies and services; a healthy and sustainable food system; and reliable IT solutions and artificial intelligence) and strengthen cooperation at all levels for this purpose – from research groups to international partnerships.
5. To ensure the sustainability and quality of research and research-based teaching, we continue to update and implement the annual development plan for research infrastructure and laboratories.
6. We organise annual Institute symposiums, where both research group leaders and doctoral students have the opportunity to present their research results to colleagues, including:
   1. awarding the best doctoral student presentations;
   2. recognising high-quality research publications.

Teaching and Learning

1. We analyse and develop curricula to ensure the provision of high-quality, research-based and internationally recognised education, including:
   1. developing university-wide cooperation to improve the quality of teaching in chemistry, biology, food technology and other natural sciences. This will support high-quality teaching in all university curricula within our areas of expertise.
2. We contribute to creating a student-centered environment:
   1. supporting students' international mobility within the nominal duration of their studies;
   2. strengthening cooperation within the EuroTeQ network and with other strategic partner universities;
   3. actively preventing dropout among students who encounter learning difficulties after their first year of study, including monitoring the causes and providing counselling by programme directors and teaching assistants;
   4. monitoring, counselling and supporting students in the final stage of their studies through programme directors and supervisors;
   5. increasing cooperation with the Student Council and tutors to involve all students in preventing study-related problems and identifying ways to alleviate difficulties that arise;
   6. contributing to the development of timetables that are better suited to students and continuously analysing the distribution of workload between semesters.
3. We improve the quality of teaching skills among academic staff through the activities of didactic centres and professional training, including peer-to-peer activities.
4. We support research-based teaching by supporting the research and development activities of academic staff and the integration of research results into teaching.
5. We encourage and support academic staff to participate more actively in professional development programmes in order to maintain motivation and innovation in their teaching, including:
   1. recognising teaching innovation at the Institute's annual symposium.
6. We ensure challenge-based learning opportunities for students by involving them in solving real-world problems in our research groups and at our partner organisations. We actively participate in university-wide pilot projects for challenge-based courses.
7. We actively explore opportunities arising from the development of generative artificial intelligence (AI) in teaching and update curricula accordingly.
8. We actively advocate for the modernisation of our teaching infrastructure to enable an increase in student intake and the modernisation of practical teaching.
9. We improve the quality of incoming students by increasing the attractiveness of our curricula.
10. We increase joint activities between academic staff and students.
11. We introduce general competences education at the required level in both bachelor's and master's programmes.

Industry Cooperation, Knowledge Transfer and Impact on the Estonian Economy

1. We increase the number and volume of projects and contracts involving companies and the public sector, including:
   1. strengthening cooperation with the Ministry of Economic Affairs and Communications and the Ministry of Regional Affairs and Agriculture, as well as with the institutions within their areas of governance;
   2. placing greater emphasis on applying for business-related funding opportunities offered by the Estonian Research Council (ETAG) and the Estonian Business and Innovation Agency.
2. To promote knowledge transfer, we create new cooperation networks and participate in existing ones involving companies and public authorities (e.g. the use of FTKs and the ADAPTER network).
3. We provide companies, local authorities and other partners with evidence-based scientific and technological advice to strengthen our role as a trusted competence center in society.
4. We increase the number of industrial doctoral students and support challenge-based learning in order to reach larger-scale research and development projects.
5. We encourage staff to patent and license intellectual property and to establish university spin-off companies, including:
   1. recognising cooperation with industry or the public sector at the Institute's annual conference.
6. We ensure the visibility of our services on the Institute's website, including up-to-date price lists.

Societal Impact and Visibility

1. To increase the popularity of natural science programmes, we contribute to the Future Natural Scientist Programme (TULP) aimed at upper secondary school students, offer specialised courses for upper secondary schools (including MURG and the Tallinn Technical Gymnasium), and cooperate with schools through various activities such as science clubs, supervision of student projects and other initiatives supporting the development of future talent. We consider cooperation with upper secondary schools and partners as an activity that contributes to ensuring a pipeline of talent for the university.
2. We organise and co-organise public events (Teadlaste öö, Loodusteaduste päev) to increase the Institute's visibility in society, including among prospective students.
3. We recognise science communication and public engagement to increase the Institute's visibility in society and its evidence-based presence in the public sphere, including:
   1. recognising the staff member or research group with the highest number of media appearances;
   2. recognising doctoral students who have achieved high placements in national public science communication competitions.
4. We further develop continuing education activities by providing lifelong learning opportunities for teachers, specialists, companies, public-sector employees and other target groups. Continuing education helps the Institute increase its societal impact, support knowledge transfer and strengthen cooperation with employers and partner organisations.
5. We involve more alumni in planning the development of the Institute and in other activities.
6. We encourage staff to participate more actively in national and international expert groups, contribute to policymaking and act as evidence-based opinion leaders.
7. We increase the Institute's international visibility and competitiveness by actively participating in international networks, collaborative projects and professional partnerships.
8. We continue to invest in the Institute's marketing and communication activities to ensure the achievement of the objectives set out in the Action Plan and greater societal visibility.

Organisation and Governance

1. At the management level, we do everything possible to reduce the administrative burden on academic staff and improve the efficiency and quality of support services.
2. We develop a development plan for professorships (tenure professors, non-tenure associate professors, assistant professors and visiting professors) and initiate its annual update to ensure the sustainability and quality of research and teaching.
3. We increasingly implement digital solutions based on artificial intelligence while retaining the role of human judgement in verifying decisions.
4. We develop inclusive, data-driven governance that ensures coherence between different levels of management.
5. We support staff participation in various management and leadership training programmes to ensure the quality and modernity of management at the Institute and in its units and research groups.
6. We maintain and value the satisfaction, personal development and mental well-being of our staff and students, drawing on good practices from both the university and the Institutes.

Implementation and Monitoring

1. The Action Plan is updated once a year.
2. The achievement of key performance indicators is regularly monitored at management level.