‘No communication?’ – Let’s set the record straight!

The government has announced the restructuring of the HUN-REN Hungarian Research Network and, to that end, an amendment to the law governing HUN-REN. Statements have repeatedly confirmed that the research network’s future lies within the framework of the Hungarian Academy of Sciences (MTA), and that the research centres in the humanities and social sciences that merged into Eötvös Loránd University (ELTE) last year will once again become part of the Network. It has also been announced that the government will in future send representatives to the governing body of the research network, which is currently independent of the government in both its organisation and governance. Today, the Governing Board includes Academy members, researchers and business leaders, who were invited to serve last year by the President of MTA and the minister responsible for science policy, acting by mutual agreement.

Although the planned restructuring is presented in the press as a significant change, it remains difficult for now to see precisely what practical changes it will bring to the day-to-day operations and professional activities of HUN-REN’s 15 natural science research institutions.

One claim is repeatedly made as criticism of HUN-REN and as justification for calls for a change in leadership: that communication between HUN-REN’s leadership and the research institutions has broken down. This claim is unfounded, which is why we consider it important to set the record straight.

Under HUN-REN’s organisational structure, the institutional partners of HUN-REN’s leadership – its President, Chief Executive Officer and governing bodies – are the Directors General who head the research institutions. HUN-REN operates as a network, and cooperation within that network is continuous between HUN-REN’s leadership and central organisational units, on the one hand, and the Directors General and staff of the research institutions, on the other. This involves daily consultations, both in person and in writing, on all matters related to the operation of the Network. Naturally, there are no central consultations on researchers’ individual research activities, nor should there be: these fall within the sphere of scientific freedom. The Directors General are in direct contact with the researchers and are responsible for managing the research institutions. While we will not go into the long list of specific results in detail here, HUN-REN’s leadership is responsible for providing and strengthening the network-wide framework for research and innovation, improving operating conditions, expanding resources and helping to ensure their efficient use, and creating new professional and international opportunities.

The claim that there is no communication or contact between HUN-REN’s leadership and the research institutions is entirely unfounded. In the past year alone, more than forty in-person meetings have taken place between HUN-REN’s leadership and the Directors General, some involving all Directors General and others held as bilateral consultations. In addition, the President and Chief Executive Officer of HUN-REN – or staff members designated by them – have held more than forty further in-person or online professional consultations with the Directors General or their delegates on network-wide issues. These have included the preparation and implementation of the public task financing contract, the development of organisational and operational frameworks arising from the Network’s special legal status, and network-level professional matters relating to operations, salaries, grant applications, innovation and research monitoring. Beyond in-person consultations, written consultation on drafts and concepts, as well as data reporting, takes place weekly as part of the Network’s work. In terms of communication and cooperation, it is also important that representatives delegated by the Directors General take part in the work of the Governing Board, and that the Governing Board and all Directors General meet at least twice a year. HUN-REN’s leadership works for the research institutions, and its door is always open to suggestions and issues raised by the Directors General.

And that is only the leadership level. Staff in HUN-REN’s central organisational units and the research institutions work together continuously, on a weekly basis, on network-wide professional matters, whether economic, operational, development-related, HR, legal, IT and information security, communications, innovation, artificial intelligence, grant-related, international or research-monitoring issues, among others. These are what we call network forums. The two most recent, focusing on HR and legal issues respectively, were held last week. Another important part of cooperation, joint thinking and communication is the active participation of Directors General and researchers from the research institutions in conferences, symposia and workshops organised either by HUN-REN’s central units or jointly by HUN-REN’s central units and research institutions. Finally, staff receive ongoing updates on HUN-REN’s network-wide decisions, developments and outstanding achievements through an internal newsletter, while the wider public is informed through the HUN-REN website and social media platforms.

Contrary to the untrue claim that communication between HUN-REN’s leadership and the research institutions has broken down, the reality is that communication is continuous, takes place at multiple levels, and covers numerous professional issues simultaneously in a variety of forms. Well-founded criticism aimed at improvement always has a place, including criticism of how communication within the Network could be made even closer and more effective. The facts, however, cannot be ignored; they must be considered with an understanding of how the organisation works and with respect for the work of the colleagues within it.

We also considered it important to make this statement out of respect for the several dozen colleagues who, whether in HUN-REN’s central organisational units or at the research institutions, have recently worked with dedication, tirelessly and enthusiastically so that Hungarian research and innovation can move forward and the Network can truly function as a network, with colleagues cooperating, working together and jointly shaping the future conditions and framework for Hungarian research.