HAFIS

In recent years, commercial space travel has placed a large number of communications satellites into low Earth orbit. These enable global Internet access but have a lifespan of only a few years before burning up in the atmosphere. With growing space traffic, the risk of collisions with other satellites or space debris is increasing. In the long term, this could make research and space travel impossible. Removing space debris is difficult because particle sizes vary widely – objects between 1 and 10 cm, in particular, are challenging to detect and cannot be shielded. Ground-based radar systems also detect only objects larger than about 1 meter.

C.LEO.PATRA opens up a way to detect and remove space debris, especially objects in the centimeter range. A novel space-based high-intensity laser system is designed to enable the detection of space debris at distances of up to 100 km and then vaporize the debris in its field of view. This would be possible through the coherent combination of ultra-short high-power laser systems.

Climate change and rising energy demand are driving the world toward green and alternative solutions. Nuclear energy and atomic-level research are making essential contributions to sustainable energy sources. This research involves the use of equipment that can become radioactive. So-called “hot cells” are used to handle such materials safely. A hot cell is a shielded room in which authorized persons process radioactive materials remotely, i.e., using robotic arms or manipulators. Radioactive components are cut up and prepared for storage. However, conventional cutting methods such as circular saws or chainsaws generate dust, particles, and secondary waste. They contaminate the surface of the hot cell, which results in increased cleaning effort, personnel, and costs.

One solution is to use laser cutters in the hot cell. They enable remote operation, generate minimal secondary waste, reduce contamination, and reduce the amount of work and time spent in the active area. They also allow precise marking and mapping of radioactive materials.

B.R.I.D.G.E. (Build, Research, Integrate, Develop, Generate, Engage) is a strategic model that aims to bridge the gap between scientific knowledge and practical application in science education—with a focus on innovation, creativity, and hands-on learning. It is aimed at students, doctoral candidates, and postdocs who will become future leaders in science and technology. The model covers areas from fundamental scientific concepts to the development of innovative solutions and actively promotes participation in innovation processes. It is based on cooperation with research and educational institutions, and offers access to a new generation of talent, new technologies, mentoring, and sponsorship. Events such as the “Night of Innovation” combine innovation and networking. Institutional funds, industry sponsorship, and income from larger educational events provide the financial basis. B.R.I.D.G.E. is scalable and future-oriented, aiming to make science education innovation-driven in the long term.

The HAFIS consortium comprises KIT (the consortium leader), FZJ, GSI, and HZDR. The centers are represented by members of each transfer office. HAFIS is structured around five parties: the participants and the project teams formed, the supporting project mentors, an organizational team for each participating center, a central academy coordination team, and an advisory board.

The project teams: Participants initially start the academy individually and, throughout the program, develop project ideas and form suitable teams of approximately three to four members. This is intended to promote a more interdisciplinary atmosphere. The members of each team are usually recruited from a single Helmholtz center. However, cross-center teams are possible and even desirable.

The project mentors: Each project team is assigned a mentor to provide content support. This mentor comes from the business world or is part of a target group that is important for the project (for example,  politics). This helps the team to better understand the target audience of their project and its (market) environment. Project mentors can be alumni of the respective center or employees of partner companies.

The organization team: At the participating centers, HAFIS is organized by decentralized academy teams. Depending on the number of participants, one or two coaches are assigned to each team. They are responsible for supporting and empowering the participants. The coaches have experience organizing and conducting workshops and have a good understanding of methods in innovation management (, design thinking, opportunity identification, etc.). The HAFIS teams at the centers are based in the respective transfer offices and can involve relevant persons (for example, from innovation management). This promotes close integration with existing offerings, mutual learning, and sustainable support for projects beyond the Academy.

HAFIS coordination: HAFIS coordination organizes the exchange of experiences between the coaches at the centers. Furthermore, the consortium partners also define cross-center milestone events and other joint events within this framework. This ensures consistency, continuous improvement and mutual learning across the Academy member institutes. In addition, HAFIS's coordination is responsible for external communication and consortium leadership. Accordingly, skills in project management, digital communication, and event management are required here.

The Advisory Board: The responsible board members of the participating centers, or suitable representatives, form an advisory board with a member of the Helmholtz Office that meets annually. The advisory board supports the Academy and represents it in the Helmholtz Association.