Karolinska Institutet's organisation for research infrastructure – RIKI

There is a lot happening within RIKI and I would like to make some observations about recent events.

In the implementation group, we are systematically working to prepare the incorporation of additional core facilities and research infrastructures into RIKI so that Comparative Medicine, including core facilities for zebrafish and transgenic animals, and KI Biobank will be joined. You will notice high activity during the autumn and we will elaborate more on this after the summer.

Last week we participated in a security patrol in KI Biobank. Educational and confidence-inspiring. We also had the opportunity to highlight that we saw representative roles in, among other, biosafety and chemicals as incredibly important functions but that, after dialogue with the corresponding central functions within KI, should wait before appointing these at the RIKI level. That is until we have received more units in the autumn. If there is a representative lacking, the director will retain the position. CM will retain their representatives.

As you may know, the President has assigned RIKI to be responsible for the procurement of hardware for high performance computing and AI and to build a core facility for AI within RIKI. This is work that begins now. Here we will utilize all the expertise that exists within RIKI in how to establish and run a core facility.

This week the I have my last meeting as chairman of the Council for the Environment and Sustainable Development, but this does not mean that my interest in climate, environment and sustainable development decreases. On the contrary, I look forward to working with these issues on an operational level and see great opportunities for RIKI to be a pioneer in this area!

/Karin

Several factors have led to the proposal to establish RIKI. One of the tasks within KI's priority focus areas is to create a cohesive organisation for KI's research infrastructure, with the aim of increasing quality and efficiency. Another factor is that KI's research infrastructure has grown organically, making it complex and difficult to understand, with fragmented responsibilities and varying procedures. KI's internal audit has recommended that KI more clearly describe and ly quality assure its research infrastructure. 

The goal is to consolidate and strengthen the research infrastructure, improve quality and create better conditions for collaboration and development. RIKI will be a cohesive and well-functioning organisation that creates conditions for improving quality, developing working methods and a more optimal use of resources with long-term sustainability.

The goal is to gather the majority of the university's research infrastructure into a common organisation to

• strengthen support for researchers
• facilitate internal and external collaboration
• meet future development demands
• improve and expand security
• strengthen competence and competence development
• build common sustainable structures
• increase collaboration
• increase transparency
• contribute to a strong and attractive university

The purpose of RIKI is to strengthen the research infrastructure and meet the needs of researchers. RIKI wants to create a more coordinated, professional and sustainable organisation for research infrastructure at KI, where employees have the opportunity to participate and exchange experiences in the development of the overall infrastructure landscape at KI. By pooling resources and expertise, it will be easier for researchers to access advanced methods and technologies, while also creating clearer career paths and better opportunities for skills development for employees. 

RIKI will be led by an infrastructure director who reports to the vice-chancellor and has overall responsibility for strategic development, resource allocation and coordination of KI's research infrastructure. The director is supported by an administrative manager who is responsible for functions such as HR, finance and communication in collaboration with GVS. 

Structure: Operations are organised into platforms (such as Comparative Medicine and core facilities) with their own operational representatives. Researcher influence is ensured through advisory groups linked to both RIKI's management and the constituent operations.

Funding: Government grants, external contributions and user fees. The Infrastructure Board continues to play a central role in funding the activities and the faculty's influence.

Why is RIKI being established? 

The proposal to develop RIKI stems from work on one of KI's focus areas: E2. A cohesive organisation for KI's research infrastructure to enhance quality and efficiency. The proposal is in line with developments at other medical faculties, both nationally and internationally.

The Vice-Chancellor has taken the decision to implement RIKI following consultation with the Deputy Vice-Chancellor, the University Director, the Deans, and the Faculty Board. The process, including broad stakeholder engagement encompassing Deans, departmental management, and core facility directors, has been documented by the working group in a report available on the staff portal.

Through RIKI, KI aims to:

• Achieve better oversight, coordination, and governance of KI's research infrastructure within a unified organisation.
• Strengthen support for researchers through simpler access to advanced methods and technology. Fit-for-purpose research infrastructure enables research of the highest quality.
• Enhance quality and optimise operations through shared working practices, quality systems, and sustainable use of resources. There are no cost-saving requirements at this stage.
• Meet the demands of the future in line with international trends and KI's needs and priorities.
• Create clearer structures, career pathways, and professional development opportunities for staff working within research infrastructure.
• Follow recommendations from the internal audit to describe, quality-assure, and strategically develop KI's research infrastructure.

How will implementation be carried out? What are the roles of the various implementation groups?

• Implementation will take place in phases during 2026–2027. An implementation group will plan and monitor the transition.
• Decisions on the incorporation of additional functions will be taken separately for each department, in dialogue with heads of department, affected units, and RIKI's management.
• In connection with each decision, a risk and impact assessment will be conducted and further information will be made available.
• For each unit to be incorporated, a dedicated implementation group will be established to develop a plan tailored to the specific needs of the unit in question, covering areas such as administrative systems and IT solutions.

• 1 January 2026: Integration begins
  • Comparative Medicine, KI Biobank and radiation bunkers at Campus Solna are brought together within RIKI. Infrastructure Director and advisory group are appointed. RIKI's operational support and IT structure are developed in collaboration with Professional Services (GVS).
• Autumn 2026: Expansion begins
  • Additional core facilities and freezer facilities are integrated into RIKI after dialogue with the institutions concerned. Expansion of management, advisory and support functions within RIKI.
• 1 July 2027: Integration complete
  • The expansion of RIKI, including management, advisory and support functions, is expected to be completed in mid-2027.

What types of research infrastructure will be incorporated into RIKI? 

To be eligible for inclusion at this stage, a unit must hold funding from the Vice-Chancellor and/or the Infrastructure Committee, and thereby provide highly qualified methodological and technical services that are relevant and appropriate to research conducted at KI.

How do I know whether my unit is affected by the establishment of RIKI? 

During the spring of 2026, the implementation group will initiate dialogue with management at each department and affected units (core facilities that have funding from the infrastructure committee) to develop a plan for incorporation. The dialogue will take place on a departmental basis.

Implementation then takes place according to a plan developed with the affected units and departments. The management of the affected units will then inform their employees.

How are departments affected when research infrastructure changes its organisational affiliation as part of RIKI's development?

• The department transfers responsibility for the unit joining RIKI; however, the infrastructure continues to form part of the department's and KI's broader research environment.
• Depending on the conditions of the unit, staff will transfer their organisational affiliation from the department to RIKI.
• The head of the affected department participates in decisions on implementing a unit within RIKI and is involved in planning the organisational and financial aspects of the transition.
• Deans are responsible for monitoring how organisational changes affect the departments within their respective campus group as a whole.

How is researcher influence ensured in RIKI's development and operations? 

RIKI strives for an open dialogue where employees have the opportunity to express thoughts and concerns to their immediate manager who will follow up.

An advisory development council will be established to guide the development of operations as a whole. The Infrastructure Committee, which operates under the Faculty Board, will continue to play a central role in funding and constitutes an important body for faculty influence. The precise arrangements for this will be developed during 2026.

What does RIKI mean for me as a member of staff in an affected unit? 

As soon as possible, those of you working in an affected unit will be informed of how this change affects your employment and your current work. What we know at this stage:

• Your employment remains with KI
• There will be no physical relocation of your workplace — existing units will not be affected in terms of their day-to-day working environment
• Members of staff working in research infrastructures incorporated into RIKI will be organisationally affiliated with RIKI
• All existing terms and conditions will transfer in accordance with legislation and collective agreements
• There will be one primary line manager, normally based where the majority of the employment is held
• Members of staff within RIKI will have the opportunity to participate in events and similar activities at the respective department where the core facility is located

RIKI aims to be able to offer:

• Long-term financial stability
• Conditions conducive to investment planning
• Overall financial balance
• Promotion of staff mobility across infrastructures
• Permanent employment and professional development to support recruitment and retention
• Qualified administrative support with specialist expertise in research infrastructures
• Marketing support for research infrastructure
• Coordination of core facility management systems
• Dedicated focus on operational reliability

How are members of staff kept informed about the change process?

• Introductory information is published continuously on the staff portal: Establishing RIKI 2026–2027 | Staff
• Decisions on incorporation into RIKI are preceded by endorsement from the managers responsible for both the transferring and receiving units
• The implementation group supports the relevant managers in informing their staff, through advisory support, presentation materials, and demand-led updates to the questions and answers
• The implementation group is available to participate in dialogue meetings where there is a need
• A news article has been published in KI-nytt on 17 November 2025
• Ongoing news updates throughout the process on the RIKI website

What channels are available for questions and feedback from units during implementation? 

In the first instance, the immediate line manager is responsible for answering questions from their members of staff and escalating them for action as appropriate. The implementation group provides support in this work and also has a feedback form that may be completed anonymously.

How is communicative leadership ensured when employees and managers are in different locations?

Generally, employees retain their current immediate manager. All managers within RIKI are expected to have a regular physical presence in the units and provide active and responsive leadership – even in locations where the manager does not have their normal workplace. The basis is to have a trusting and continuous dialogue. We strive for work environment challenges to be identified early through a culture of open communication.

Who is responsible for my work environment when my unit belongs to RIKI but the operations is conducted on the premises of an institution?

Formal work environment responsibility always lies with RIKI and follows the line organisation. The immediate manager is always the primary contact for work environment issues. In cases where the unit is located on the premises of a department, local agreements may need to be signed with the department concerned. The division of responsibilities is documented and clearly communicated in connection with each transition to RIKI.

How does the safety organization – for example fire safety, chemical safety and biosafety – work in a geographically dispersed organization?

RIKI will have representatives in relevant safety areas. Some functions, such as fire safety, need to be coordinated at building level. The manager is responsible for ensuring that these functions remain clear and coherent, especially during the transition period. Clarity around responsibilities and mandates is prioritized and is regulated, documented and communicated in connection with each move to RIKI.

How does RIKI work to prevent employees from feeling alone or "between" organizations?

RIKI intends to actively build a strong community within the research infrastructure – among other things through knowledge sharing and collaboration with similar operations internally. Career development and skills development are also important parts of this work. All employees are encouraged to come up with suggestions for activities to strengthen the community in the new organization.

How is the psychosocial work environment monitored, and how can I as an employee contribute with my experiences?

Monitoring employee experiences is particularly important in connection with organizational changes. The forms for this are developed in dialogue with safety representatives and union representatives. The immediate manager has a special responsibility to follow up and support employees, including during periods of change.

How is it ensured that union cooperation (collaboration) works in the new organization?

The collaboration structure within RIKI is under construction and a close dialogue with union representatives is a given.

How will RIKI be organised?

• RIKI will be led by an Infrastructure Director, who reports to the Vice-Chancellor.
• The Director holds responsibility for strategic development, operational management, and coordination within RIKI and in relation to other units.
• Within RIKI, operational areas and departments will be formed, comprising various units (consisting of existing core facilities and other research infrastructure) and support functions as required.
• An Administrative Director will provide support for consolidated operational services, including HR, finance, and communications.

How will RIKI be funded?

• RIKI will be funded through government grants, external contributions to research infrastructure, and user fees.
• The Infrastructure Committee will continue to play a central role in funding the operations.
• Animal operations (Comparative Medicine) currently receive a separate funding stream from the Vice-Chancellor.
• A central priority is for RIKI's management to develop investment plans to ensure that the equipment portfolio and necessary expertise are continuously upgraded.

What will decision-making pathways look like within RIKI?

• The organisation will be led by an Infrastructure Director, who reports to the Vice-Chancellor.
• The Administrative Director reports to the Infrastructure Director.
• Core facilities will form departments, each led by a Head of Department.

What is the plan for RIKI's support functions? 

Operational support will be built around the current administrative support at Comparative Medicine and expanded with a focus on functions associated with the provision of advanced methodological and technical services, such as contracts, intellectual property rights, and cost calculations. A dedicated implementation group will be responsible for ensuring that the build-up proceeds in a phased manner and in dialogue with University Administration.

Will any new IT systems or administrative procedures be introduced? 

Regarding new IT systems, it is still too early to say but will be investigated and if so planned. When changing organizational affiliation, this means that the administrative operational support previously received from the department will be transferred to RIKI's operational support.

A collaboration is established between RIKI and the department as the physical environment remains the same.

What is the role of the Infrastructure Committee in relation to RIKI, now and in the future? 

The Infrastructure Committee will continue to play a central role in funding and remains an important body for faculty influence. The precise arrangements for this will be developed during 2026.

How does RIKI affect KI's collaboration with Region Stockholm? 

RIKI provides a clearer point of entry to KI's infrastructure and its management. The Infrastructure Director will represent KI in regional and national groupings within the field of research infrastructure.

How will RIKI relate to and collaborate with SciLifeLab? How will the risk of duplication of effort be managed? 

Through RIKI, the interface between KI's research infrastructure and SciLifeLab will become more clearly defined, creating better conditions for dialogue on core facilities that support related areas of research.