Establishment of RIKI 2026-2027

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. 

A more coordinated and quality-assured research infrastructure makes it easier for researchers to find and use advanced methods and techniques, including through the Emerging Technologies (EmTech) function that is being developed in the next phase. The aim is also to create clearer career paths and better opportunities for skills development for employees within the research infrastructures, which will strengthen KI's position as a leading medical university.

The development of RIKI is taking place in stages. Which operations will be included is decided after preparatory dialogue between RIKI's implementation group and management at the respective departments. As soon as possible, those of you who work in an affected operation will be informed about how this change will affect your employment and the work you do today. 

RIKI encompasses research infrastructure that offers advanced methods and technical services with broad benefits for many researchers. To be included in RIKI, the activity should: 

• Provide highly qualified methodological and technical services that are relevant and appropriate for KI's research.
• Have funding from the President and/or the Infrastructure Board. 

The first stage includes Comparative Medicine, KI Biobank and the radiation bunkers at Campus Solna. In spring 2026, dialogue will begin with core facilities that have funding from the Infrastructure Board. Implementation will then take place according to a plan developed with the relevant activities and Head of Departments. 

• Your expertise is important: RIKI is based on the expertise available in today's core facilities. You are a central part of the development.
• Everyone is needed: The aim is not to reduce staff numbers, but to create a sustainable and professional organisation.
• Clearer structure and career paths: RIKI will provide better opportunities for skills development and long-term careers in research infrastructure.
• New networks and collaboration: You will become part of a larger community with others in research infrastructure at KI.
• No physical change: RIKI is an organisational change, but you will continue to work in the same physical environment as today.
• Participation: You will have the opportunity to influence developments through dialogue meetings and representation by safety representatives in risk and impact assessments. 

No, your workplace will not be physically relocated. RIKI is an organisational change that does not currently affect the daily environment of existing operations. 

Employees working in research infrastructures that are incorporated into RIKI will become part of RIKI. Employment will continue at KI, and changes will follow the regular labour law processes at KI. The purpose of RIKI is not to reduce staff, but to create a sustainable and professional organisation.

There will be one main line manager, normally where the majority of the employment is located. 

It is still too early to say. However, by bringing together research infrastructure within RIKI, more opportunities for different career paths and for employees to learn from each other will be created. Participation in conferences, seminars and courses is important for employees to be able to jointly provide and develop an appropriate research infrastructure for KI's needs.

• The department transfers responsibility for the activities that are transferred to RIKI, but the infrastructure continues to be part of the department's and KI's research environment.
• The department's revenue and cost base is affected when an activity is transferred organisationally, which means that the basis for INDI (overhead) is reduced.
• Depending on the conditions of the activity, staff will change their organisational affiliation from the department to RIKI.   
• The purpose of RIKI is to strengthen the quality, security and development of KI's research infrastructure, not to reduce operations or staff.
• The Head of the concerned department participates in decisions to implement activities in RIKI and takes part in planning to manage the organisational and financial consequences of the change.
• Deans are responsible for following up on how organisational changes affect the departments within their respective campus groups as a whole.  

• A news item was published and linked to in KI-nytt on 17 November 2025, among other places.
• Available information is published on an ongoing basis on the Staff portal: Establishment of RIKI 2026-2027 |
• Decisions on incorporation into RIKI are preceded by consultation with the managers responsible for the transferring and receiving operations.
• The implementation group supports the managers concerned in informing their employees by providing advice, presentation material and compilations of questions and answers.
• The implementation group can participate in dialogue meetings where necessary. 

In the first instance, the immediate manager is responsible for answering questions from their employees and passing them on for action, e.g. clarifications on the Staff portal or dialogue meetings.  

• The implementation group is available to provide support in this work and has also created a form (above) where questions can be submitted. 

• To achieve better oversight, coordination and control of KI's research infrastructure in a joint organisation.
• To strengthen support for researchers through easier access to advanced methods and technology. Appropriate research infrastructure enables high-quality research.
• To increase quality and optimise operations through common working methods, quality systems and sustainable use of resources. There are no cost-cutting requirements at present.
• To meet future demands in line with international trends and KI's needs and priorities.
• Create clearer structures, career paths and skills development for employees within research infrastructure.
• Follow recommendations from the internal audit to describe, quality assure and strategically develop KI's research infrastructure. 

• The proposal stems from work on one of KI's focus areas: E2. A cohesive organisation for KI's research infrastructure for increased quality and efficiency.
• External monitoring: The proposal is in line with developments at other medical faculties, both nationally and internationally.
• The work, including anchoring through broad dialogue involving Deans, Heads of Department and Core Facility Managers, has been documented by the working group in a report available on the staff portal.
• The President has made the decision on implementation after consultation with the Vice President, University Director, deans and the Faculty Board. 

Through advisory groups at several levels within RIKI, for example, an advisory group for development and prioritisation issues will be linked to RIKI's management.  

The Infrastructure Board, under the Faculty Board, will continue to play a central role in funding and is an important body for the faculty's influence. The forms this will take will be developed during 2026. 

• Implementation will take place in stages in 2026–2027. An implementation group will plan and follow up on the transition.
• Decisions on the incorporation of additional functions will be made separately for each department in dialogue with the Heads of Department, the operations concerned and RIKI's management.
• In connection with the decision, a risk and impact assessment will be carried out and more information will be made available.
• For each activity to be incorporated, a special implementation group will be created to draw up a plan based on the needs of the activity in question, for example in terms of administrative systems and IT solutions.  

The Infrastructure Board will continue to play a central role in financing and is an important body for the faculty's influence. The forms this will take will be developed during 2026. 

They are a research infrastructure for radiation research, which is expected to be completed in 2027. Read more: Centre for Medical Radiation Science | Karolinska Institutet 

RIKI provides clearer access to KI's infrastructure and its management. The infrastructure director will represent KI in regional groups, thereby facilitating the management of agreements and joint development. 

RIKI will clarify the interface between KI's research infrastructure and SciLifeLab, which will improve the conditions for dialogue on core facilities that support related research areas. 

In spring 2026, the implementation group will initiate a dialogue with the Heads of Departments and relevant operations to develop a plan for incorporation. The dialogue will take place on a department-by-department basis.

Operational support will be built around the current administrative support at KM and broadened with a focus on functions related to providing advanced methodological and technical services such as agreements, intellectual property rights and price calculations. A special implementation group will be responsible for ensuring that the development takes place in stages and in dialogue with GVS. 

• An Infrastructure Director will lead RIKI and report to the President.
• The Director is responsible for strategic development, operational management and coordination within RIKI and with other activities.
• Within RIKI, areas of activity and departments will be formed with different units (consisting of existing core facilities and other research infrastructure) and support functions as needed.
• Support from the Head of Administration for overall operational support, e.g. HR, finance and communication.
• Researcher influence is ensured through advisory groups linked to both RIKI's management and the constituent operations, as well as through the Infrastructure Board, which continues to play a central role in funding and is an important body for faculty influence. 

• RIKI is funded through government grants, external contributions to research infrastructure and user fees.
• The Infrastructure Board will continue to play a central role in the financing of the operations.
• The animal operations (KM) currently have a separate resource stream from the President.
• It is essential that RIKI's management draws up investment plans to ensure that the instrument park and necessary expertise are continuously upgraded.  

• The organisation is led by an Infrastructure Director who reports to the President.
• Directors within RIKI report to the Infrastructure Director.
• The Head of Administration reports to the infrastructure director.

The advertisement was published on 5 December 2025. The deadline for applications is 9 January. Recruitment is competitive and internal applicants are welcome. While recruitment is ongoing, Karin Dahlman Wright has been appointed acting Director of Infrastructure.

It is too early to say, but this will be investigated and, if so, planned by the implementation groups.  

Through planning and work in implementation groups with representation from relevant functions.