“Our doors were wide open,” Boneschanscher emphasizes. “We organized sessions where anyone involved in energy research could pitch their idea in one minute with a single slide.” Thanks to this approach, interactions quickly emerged that otherwise never would have happened. “Researchers from physics presented something, and colleagues from architecture said: ‘Wow, that’s exactly the same material I’m working with. I didn’t know you were involved with it too,’” he illustrates.

“Our goal is for people of different backgrounds, disciplines, and ages to connect through their passion and contribute to the energy transition,” Boneschanscher concludes.

Collaborating with industry

To truly accelerate the energy transition, collaboration with regional governments and industry was important from the start. “We also quickly decided to link energy to the manufacturing industry. That really sets us apart from other energy institutes,” says Van de Sanden.

“Everyone from the local manufacturing industry was welcome to pitch what knowledge and innovations were needed,” Boneschanscher adds. Only with a practice-oriented focus do solutions arise that can truly move society forward, he argues. One example is the electrolyzer project, where TU/e collaborates with partners and companies on the production of electrolysis systems for large-scale use of green hydrogen.

Lunch lectures

The COVID-19 period, which followed shortly after the start, brought major challenges. “That’s when we began our online lunch lectures, and because of their great success, we still offer them,” says Van de Sanden. At the peak, there were as many as 250 participants per session, from academia, industry, and government, Boneschanscher adds. “An institute is a virtual organization. People are based in the departments, and we provide only a bit of lubrication in the form of limited resources to bring them together,” Van de Sanden explains.

Playground and startups

‘Accelerating the energy transition’ – that is the motto of EIRES. “On the one hand, by connecting people and helping them overcome practical hurdles so that collaboration across departments becomes possible. On the other hand, by having a strong content-driven strategy,” Van de Sanden explains. That strategy takes shape in concrete projects, such as the Genius program, in which EIRES collaborates with partners to tackle grid congestion on campus using battery storage, smart control of heat pumps, and more flexible use of heating capacity in buildings. “Our campus is becoming a playground for the energy transition,” he adds.

Startups also show how EIRES’ vision delivers results. Boneschanscher: “Take RIFT. Five years ago, they were just a few students asking for a small room. Now it’s a serious company with millions in growth capital.” Van de Sanden adds: “We gave them visibility and room to grow, and now the roles are reversed; people knock on their door first, and they invite us to join.”

A building of their own

What hasn’t yet worked out is securing a dedicated building. EIRES is currently located in part of Disruptor, on the far edge of campus. “We’d prefer to be in a more central location,” says Van de Sanden. Having labs on-site is also high on the wish list. “One of the ideas is to connect everything around energy – from electrolyzers to the Genius project – in a control room, combined with the open campus. Preferably in a dedicated building, centrally located.”

Far from finished

For Boneschanscher, the five-year anniversary also marks the end of an era. On September 1, he began as the new dean of the Department of Chemical Engineering & Chemistry. His role as managing director at EIRES will soon be taken over by a successor; the application process is still ongoing.

“Having both an internal and external network is important, as well as the skills to build them,” says Van de Sanden. “In addition, decisiveness, a real can-do mentality, and of course a good fit; that’s always been the case for us.” Boneschanscher nods: “Absolutely. I can honestly say I never had a better boss than Richard. There are always ups and downs at work, and I also went through a difficult personal period. But I always felt enormously supported.” Van de Sanden reacts with surprise: “I’m speechless; I never realized that.”

According to Van de Sanden, their success was mainly due to their shared vision and management style. “We don’t micromanage, but we give trust; that has always worked wonderfully. With Mark’s successor, I hope to continue that collaboration. Because there is still a lot of work ahead; the energy transition is far from finished.”

This article was translated using AI-assisted tools and reviewed by an editor.