Fairmont San Francisco Hotel
San Francisco, California

12:13 P.M. PDT

THE PRESIDENT:  This is a 14-hour meeting.  (Laughter.)

Look, let me begin by saying that one of the things that disturbed me — being involved in elective office for a long time — is how, over the last 30 years, the federal government has paid less and less attention to investments in science and technology. 

And we’re in a situation where we used to have a significant portion of our GDP going into research and development.  And it got down to 0.7 percent from 2 percent.  We used to lead the world.

And I don’t know how we can be the safest, most secure, and healthiest nation in the world without significant investment in — in science and technology, and I mean that.  And so, you’ve all really stepped up.

And one of the things that I also — it doesn’t directly relate today, but Arati and I talked a little bit about it earlier this morning — is that: What leaders say matter, in terms of people’s confidence in things they’re not sure about. 

And one of those areas — you saw what happened with regard to the crisis — health crisis that we had that cost us — we lost well over a million people.  And as time began to move on, you had more and more voices saying, “No, no, no.  You don’t need to get that shot.  You don’t need to be — get — you don’t need to.” 

And we have a new strain of COVID now, and we have answers for it.  But I just would urge those in public life and both political parties or no political party to be cautious about the ac- — the sometimes inflammatory things you say about this, because people’s lives are at stake. 

And the last piece was: When I was vice president, for a slightly different reason, I spent a lot of time going between rural areas and urban areas.  And one of the things that we — you’re going to talk about here is the — the healthcare workers reflecting the community.  We need not only to have more focus on rural communities and rural hospitals in order to get the kind of care and — and attention they need, but we need to have people from those communities to be the ones who are trained and engaged in that effort.  And I think that — again, Arati raised that with me this morning. 

I — I can’t tell you how certain I am that that is necessary, and I’m not a scientist.  It matters.  It matters who you go to and do you trust what they’re doing.  Do you think they know what they’re talking about?

And so, Dr. Zuber, thank you.  I’m really looking forward to this discussion.

And this group represents some of the top minds in America.  And that’s, again, not hyperbole.  That’s a fact.

I’ve often said, America is the only nation in the world  that can be defined by one word.  I spent a lot of time with Xi Jinping when I was vice president and subsequent to that.  And he once asked me, on the Tibetan Plateau, could I define America for him?  And I mean this sincerely — not a joke.  I said, “Yes.  One word: possibilities.”

We’ve always believed that anything is possible if we set our mind to it.  Possibilities.

And science and technology is allowing us to unlock the potential as a nation and meet the challenges of our time with some sense of urgency and purpose.  I can’t emphasize the word “urgency” too much. 

I’d hate like hell if three generations from now, them to look back on this period where we had the potential tools to explore and increase significantly our ability to help, and we somehow mes- — messed it up.  No, no, I mean it sincerely.  I’m sorry to talk so plainly, but I think that’s what it gets down to in many cases.

So, I’m looking forward to discussing actions that we’re taking on two priorities: AI — artificial intelligence — and expanding high-quality healthcare for every American no matter where they’re quartered, where they live, what their background is.

You know, as we just heard, AI has the potential to transform research, and I’m looking forward to learning much more today.

And, by the way, I’m not joking.  My latest two trips around the world — and not figuratively; literally around the world — to meet with other world leaders, ev- — well, I wouldn’t say “everyone.”  I can think of — I can’t think of anybody who didn’t, but I’m sure I will — there was some world leader who didn’t ask me. 

They wanted to talk about our leadership on artificial intelligence and what the meetings — what we — I’ve conducted already around tables similar to this with the 10, 12 major, major initiators within AI — and the vast differences that exist among them in terms of what potential it has, what dangers there are. 

And so, you know, I’ve been keen — I have a keen interest in AI and convened key experts on how to harness the power of artificial intelligence for good while protecting people from the profound risk it also presents — we can’t kid ourselves — the profound risk if we don’t do it well. 

And the United States is committed to that goal.  And we’re going to work with world leaders to achieve it, including British Prime Minister Su- — Sunak and others that I’ve been — they want to do more together with us.  

And I want to thank — thanks to our administrations, 15 American technology companies have already begun to implement voluntary commitments to help ensure that AI technology is safe, secure, and trustworthy before it’s released to the public.  That includes extensive independent safety testing.  That includes watermarking and identifying images that have been generated by AI. 

And — and to state the obvious: AI — AI extends beyond health and security issues.  I applaud the tentative resolution from the writers strike, for example, here — not here — in California, in Los Angeles, including insurances on how the use of AI will occur. 

This fall, I’m going to take executive action, and my administration is going to continue to work with bipartisan legislation so America leads the way toward responsible AI innovation. 

We’re also taking action to ensure our loved ones have access to high-quality healthcare, starting with the PCAST release — report you released on strengthening patient safety.  I made very brief reference to it at the beginning, but it is really, really critical. 

And today, I’m announcing major investments in patient safety from ARPA-H to develop antibiotics and to fight deadly drug-resistant bacteria and save lives.  Think of that.  We’re talking about the potential for antibiotics to be used to deal with ca- — anyway, it just — 

When I start reading your reports, I think to myself, “My, Lord, what an incredible era we’re about to go through.”  But it has to be done well. 

And so, finding and implementing solutions to reduce medical errors and other problems for patients’ experiences when hospitalized is going to improve health outcomes and protect our loved ones as well. 

And Joe Kiani knows a lot about that — been working with it a long, long time. 

My administration is committed to ensuring every American receives high-quality care they deserve in every community — urban, rural, suburban, Tribal — I — and — and it varies as to who — think about your — I — I say to the public who may be listening: Think about whether or not — who you go to and how much you trust that doc is going to impact on whether you follow the instructions.  No, I — I mean it.  It is a very basic human nature element.  And that’s why having people from, quote, “the neighborhood” makes a big difference, I think. 

And — and so, it’s going to reduce medical errors and other problems patient fac- — face when they’re hospitalized.  And I believe it’s going to improve outcomes and protect the people we love. 

My administration is committed to ensuring every American receives high-quality care they deserve in every community, as I said.  And ultimately, it’s all about dignity — it’s all about dignity. 

The actions we take together are going to help protect people’s health.  They’re going to promote innovation.  And we’re going to win the economic competition of the 21st century, in my humble opinion. 

And I’ll just say: If we have a government shutdown, a lot of vital work in science and health could be impacted, from cancer research to food safety.  So, the American people need our Republican friends in the House of Representatives to do their job: fund the government. 

We’ve got a lot to discuss, so let’s get this meeting started.  I’d rather hear from you than me.  Thank you.

Q    Mr. President, do you think the government shutdown is inevitable at this point?  Over here, sir.  Do you —

THE PRESIDENT:  I don’t think anything is inevitable in politics.

Q    What — what can be done now to make — to make sure it doesn’t happen?

THE PRESIDENT:  If I knew that, I would have done it already.  (Laughter.)

12:22 P.M. PDT

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It’s 7:00 p.m. in San Francisco’s Mission District. Elango, 52, born in India but Californian by adoption, is about to take his first Waymo self-driving car. Barely three minutes after making the request through the app the vehicle appears: it is a Jaguar surrounded by sensors. Tapping a button on his phone, he unlocks the door, from which a handle comes out. As he enters, relaxing music plays. A female voice welcomes him and asks him to buckle up. The driver’s seat — empty, of course — is pushed all the way forward for his comfort. A screen in the middle of the cabin lets him press a button to begin his futuristic journey.

The vehicle he is riding is known as robotaxi; a driverless, electric vehicle full of sensors and cameras. At the moment, they only move around the most central districts of San Francisco, and never on highways. This California city has become the front line for Silicon Valley’s big technology companies’ effort to control the future of urban mobility.

“I’m so nervous. It’s like the first time I got on a plane. I feel like a kid in a candy store,” Elango says. He seems particularly impressed by the steering wheel moving on its own at the first intersection. “It’s fascinating,” he says, excited. On the three rides he has taken this afternoon (about 15 minutes each), the driving has been smooth; just a little hard brake has altered the peace of the journey, when another car crossed in front.

On average, each trip has cost about $15, and the top speed was 30 miles per hour. “I felt very safe at all times. It’s impressive how the car yielded to pedestrians and looked for the most appropriate place to stop,” he says. The only mistake occurred at the end of the final trip, when the vehicle came to a stop 300 feet from the requested destination..

A passenger enters a Waymo driverless vehicle on Potrero Hill, in San Francisco.Carlos Rosillo

At the moment, the two main companies in the robotaxi business are Waymo and Cruise. Waymo is owned by Alphabet (Google’s parent company) and its vehicles have a more upscale appearance. Its fleet has 250 modified Jaguar I-Pace cars. Cruise belongs to several companies, including General Motors and Microsoft. The Chevy Bolt cars it uses are smaller and have been in operation for less time. Although they have already been authorized to extend their hours, at the moment they only carry users after 9:00 p.m. They have 300 vehicles.

The technology is already available to thousands of users, but there is a waiting list of several months to download the app. Up until the first week of August both platforms were free to use, but after the State of California announced that driverless cabs were allowed to operate 24/7, they started to charge.

Collisions on the road

Waymo communications manager Julia Ilina explains that, since they began operating with users in December, the collisions that have occurred have always been due to human errors from other vehicles. “The safety performance data of our first million miles shows that there have been no injuries or collisions with pedestrians or cyclists. The recorded incidents have always been due to errors on the part of human drivers.”

The Waymo driver, she explains, is much safer than a human for several reasons: “It is equipped with a series of sensors that give it 360-degree peripheral vision day and night, up to three football fields away. Our driver is designed to respect the rules and it does not get distracted, drunk or tired.” Waymo has announced expansion plans in Los Angeles and Austin.

With the arrival of Cruise, the second platform that offers driverless taxi services, the number of these machines doubled. Accidents have also increased, and protest movements against this technology have emerged. The activist group Safe Street Rebel monitors all traffic incidents generated by these autonomous vehicles on its website, and it has launched a campaign to encourage people to place traffic cones on the hoods of the cars in order to disable them.

On August 17, a fire truck responding to an emergency collided with a Cruise robotaxi at an intersection. According to a company statement, the vehicle proceeded through the intersection because the light was green. San Francisco Fire Chief Jeanine Nicholson says that more than 60 driverless cars have interfered with fire trucks since May last year, and complains that these vehicles hinder their work when human lives are at risk. “Our people cannot be paying attention to an autonomous vehicle when we have to raise ladders. I am not against technology; I am in favor of security,” she declared last week.

As a result of the latest incidents, the California Department of Motor Vehicles asked General Motors to halve its operating cars in the city. On August 11, 10 vehicles belonging to this company stopped moving, causing a major traffic jam in North Beach. According to GM, this happened because the 5G network went down due to the massive influx of people attending a music festival.

Tobías, 35, gets in a Cruise robotaxi at the door of his home in the central Fillmore District. This Portuguese man has been using the app since April. He acknowledges that these cars are not yet ready to drive at rush hour, but he takes it as something normal, part of the process. “They are still learning. I think that in the future it will be safer than human driving,” he says. However, he has seen some changes in the last few months. “I have noticed that now they drive somewhat more aggressively. At the beginning they were too slow; that was also a problem.”

During the ride, the car goes around certain areas for no apparent reason. “The route is not optimal at all; it clearly avoids areas that for some reason it doesn’t want to cross. A 10-minute journey can take 15 minutes. Also, sometimes there is a message on the screen saying that someone is taking control of the car remotely.” Another thing that worries Tobías is that he feels watched. “There are cameras and microphones that are always on, and sometimes a person will talk to you, ask if everything is going well.”

The Taxi Workers Alliance has also expressed concern about the danger that competition from this technology poses to their future, and called a protest before the State of California legislated in favor of these services. “Taxi drivers are the canaries in the coal mine in the future onslaught of artificial intelligence,” said Mark Gruberg, a member of the union’s executive board.

Gulshan has been an UBER driver for eight years. It is 10:00 p.m. and he still has a few hours left to finish his shift behind the wheel of his shiny white Tesla. He has come to terms with the imminent arrival of artificial intelligence behind the wheel. “I used to be a taxi driver, and I made more money. When the platforms arrived I decided to change. Now there’s this… I think resisting technology is pointless,” he reflects. However, he does not see a close threat yet, because “those cars are very expensive, and I don’t think they can interpret situations, especially in exceptional circumstances, as we do.”

An operator from the Beep company and a passenger inside a self-driving bus. Carlos Rosillo

A pilot project with buses

In another area of the city, far from the center, in Treasure Island, a pilot project with autonomous buses from the company Beep is being carried out. However, these small vehicles with seating capacity for 11 passengers still require someone on board to supervise them. Marvin Saucer, an operator who previously worked testing cars at Tesla and GM Cruise, awaits travelers on board. He holds a controller with two levers to take over if something goes wrong. “I receive people, make sure they buckle up.” He also does public relations. “I am a sociable person, I like talking to people,” he says.

The bus travels about three miles with seven stops in an area with no traffic lights and hardly any traffic. The complete service, which is free, takes 15 minutes. Eric Young, a spokesman for the agency that manages mobility on Treasure Island, says that they are working to get a second Beep shuttle. “The idea is to better understand how this innovation could meet the needs of our residents and give them the chance to learn about driverless technology.” Beep already has two similar shuttles operating 30 miles from Treasure Island, in San Ramón. Just like the robotaxis, robotic buses are also a reality in San Francisco.

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For 45 years, a small marine lab on a mile-long stretch of Marin County Bay has been developing big ideas for the San Francisco Bay Area.

Researchers at Tiburon’s Estuary and Ocean Science Center, operated by San Francisco State University, have shown how endangered sea otters might be returning to northern California, why algal blooms have proliferated in bay waters, and how seagrass beds can cushion sea-level rise.

Now the center and its 15 faculty members are at risk of losing the funds they need to operate, and the future of the lab and its work is in question. The San Francisco state administration says it cannot afford to keep the site up given the general financial problems within the university system, and it wants the institute to find a way to support itself.

“Yes, it’s an ultimatum,” said Kathy Boyer, a biology professor who serves as the research center’s interim executive director. “We’re looking at every type of option and everything we can think of to cover our costs so we can move forward.”

The alternative that no one wants to see is closure.

Boyer and her colleagues are working on a financial proposal to present to the university this month, one that includes creative revenue-generating strategies such as building housing on the site.

The university administration, together with the Office of the Chancellor of California State University, will make a final evaluation of the proposal and decide whether and how to include it in their budget. This decision is expected this summer. Lab directors are also seeking state and federal support and are exploring partnerships with private companies.

The Delta Hall at the Estuary and Ocean Science Center in Tiburon. The future of the site is uncertain due to a financial crisis.

Felix Uribe/Special on The Chronicle

“The desire, of course, is to continue to support the center,” said Carmen Domingo, dean of the College of Science and Engineering at San Francisco State. But “it has become more difficult to find a financial way to maintain the site.”

The university has not discussed what would happen to the site if the center were to close.

Known as the Romberg Tiburon Campus, the property is inherently difficult to manage. The 53-acre site is a former US Navy base. Today’s labs, classrooms, offices, and conference centers are housed in old military buildings, many of which are dilapidated and unusable.

Still, some of the characteristics that made the site a good place for the Navy – a deep water harbor for large boats and large buildings for space and storage – are ideal for research. Faculty members note that the center is the only marine and environmental science laboratory on the San Francisco Bay area, allowing research vessels to easily cruise to study sites on the Bay and in the nearby Sacramento-San Joaquin River Delta.

Approximately 35 doctoral students study at the center, which is known not only for its research but also as a focal point for environmental professionals moving into regulatory and natural resource positions with government and non-profit organizations. Undergraduates are also an integral part of the lab, taking classes on topics such as wetland ecology and physical oceanography.

The San Francisco Bay National Estuarine Research Reserve and the Smithsonian Environmental Research Center also operate at the site.

Lab coats hang in the Delta Hall of the Estuary and Ocean Science Center in Tiburon.

Felix Uribe/Special on The Chronicle

According to the faculty, the center’s ongoing costs are approximately $2.5 million per year. Boyer and her colleagues plan to secure a steady stream of independent funding for operations and raise millions more for upgrades.

Her ultimate vision is to renovate two large former naval barracks for $20 million each and rebuild the old pier for another $20 million. They anticipate that such investments will lead to new, profitable businesses for the center, such as affordable housing.

The State of San Francisco has operated a marine laboratory on the site since 1978, when it began acquiring the land from the federal government at virtually no cost, on the condition that the site be used for educational purposes.

Boyer says it would be a shame to let go of such a valuable piece of real estate, especially as scientific know-how becomes increasingly valuable in the face of climate change for the San Francisco Bay Area and California.

“The community and the region recognize the values ​​in what we do and they want to see a way forward,” she said. “We just don’t know what that is yet.”

Reach Kurtis Alexander: kalexander@sfchronicle.com

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Anmerkung der UL-Redaktion: Diese spezielle zweiteilige, digital ausgerichtete Reihe über die Umstellung von Büro- auf Biowissenschaften erscheint am Montag, 15. Mai, und Montag, 22. Mai.

Aufgrund einer ausgeprägten Flucht in die Qualität und einer insgesamt sinkenden Nachfrage nach Büroflächen werden ältere Büroimmobilien zunehmend in andere Nutzungen umgewandelt. Laut Jessica Morin, Leiterin der Büroforschung bei CBRE Americas, wird von den 125 Büroumbauprojekten, die derzeit laufen, die Hälfte für den Einsatz in den Biowissenschaften adaptiert.

Der im Vergleich zu anderen Produkttypen hohe Anteil an Büroumbauten in Biowissenschaften ist verständlich, wenn man die Überschneidung dieser beiden Nutzungen bedenkt, meint Devin Bertsch, Projektleiter bei Project Management Advisors mit Sitz in San Francisco. Bertsch, der sich auf die Entwicklung und das Baumanagement im Bereich Biowissenschaften spezialisiert hat, weist darauf hin, dass die zur Labornutzung umgenutzte Grundfläche in der Regel 50 Prozent oder weniger des Projekts ausmacht, Umwandlungen jedoch zu Mieten führen, die mit denen neuer, von Grund auf neu errichteter Biowissenschaftsprojekte vergleichbar sind.

Im ersten Quartal 2021 gab es einen Höhepunkt bei den Life-Science-Umstellungsprojekten, die 41,5 Prozent der hergestellten Laborprodukte ausmachten, sagt Taylor Stucky, Associate Research Director für Life Sciences bei CBRE. Weitere 31 Prozent der im vierten Quartal 2022 ausgelieferten Life-Science-Fläche waren ebenfalls Umbauten.

Dieses zweistöckige Bürogebäude befindet sich in der Via Merida 120 und wurde 1998 erbaut. Es erstreckt sich über eine Fläche von 6,7 Acres (2,71 ha) und war früher die Unternehmenszentrale von Wellpoint Health Networks. Gray Matter, die Life-Science-Initiative von Graymark Capital, hat den Architekten BAM Creative mit der Entwicklung eines stufenweisen Umstellungsplans beauftragt. Nach der Fertigstellung wird das Anwesen zu 60 Prozent über laborfertige Flächen mit verbesserter Mechanik, Elektrik und Sanitäranlagen sowie zu 40 Prozent über neu errichtete kreative Büroflächen zur Unterstützung des Labors verfügen. (CBRE)

„Wo derzeit Umbauten stattfinden, scheint stark von der Dichte der U-Bahn abzuhängen“, sagt Stucky. New York City weist mit 77 Prozent der in der Pipeline befindlichen Produkte, die auf Konvertierungen zurückzuführen sind, den höchsten Anteil dieser Projekte auf, gefolgt von Washington, DC/Baltimore, Denver-Boulder und Boston-Cambridge.

Jason Utah, leitender Projektmanager beim in Chicago ansässigen Gewerbebauunternehmen Skender, stimmt dem zu und weist darauf hin, dass die Kostenvorteile bei der Umwandlung von Bürogebäuden in Biowissenschaftsflächen mindestens 50 Prozent der Kosten für neue Entwicklungen einsparen. Die meisten Bürogebäude verfügen bereits über hohe Deckenhöhen und eine bestehende Gebäudehülle. Und während elektrische und andere Versorgungseinrichtungen in der Regel auf robustere Systeme aufgerüstet werden müssen, bietet die Tatsache, dass sie bereits im Gebäude vorhanden sind, einen großen Zeit- und Kostenvorteil.

Laut Matt Gardner, Leiter Life Sciences Advisory bei CBRE Americas, ist der Anstieg der Umwandlungsaktivität auf historisch hohe Laborleerstandsquoten zurückzuführen, da auf dem Höhepunkt des aktuellen Immobilienzyklus in den Jahren 2021 und 2022 der Leerstand gegen Null ging. „Der Druck, leerstehende Bürogebäude umzuwandeln, stieg mit der zunehmenden Zeitspanne bis zur Fertigstellung von Neubauten“, sagt er. Dieser Druck hat jedoch im Jahr 2023 angesichts des sich verlangsamenden Labormarkts und der Lage der Gesamtwirtschaft nachgelassen.

Dennoch haben die medizinischen Durchbrüche des letzten Jahrzehnts sowie die durch die Pandemie ausgelöste Beschleunigung der pharmazeutischen Entwicklung eine Ära beispiellosen Wachstums sowohl der öffentlichen als auch der privaten Finanzierung der biowissenschaftlichen Forschung und damit der Nachfrage nach Laborflächen eingeläutet. Tatsächlich prognostiziert ein aktuelles Whitepaper von Forschern des in Houston ansässigen Unternehmens Hines einen Anstieg der Nachfrage nach Life-Science-Immobilien um 33 bis 50 Prozent im nächsten Jahrzehnt. Dies würde einer neuen Nachfrage von insgesamt 45 bis 65 Millionen Quadratfuß gegenüber dem aktuellen Life-Science-Bestand von 131 Millionen Quadratfuß entsprechen.

Hazel Technologies hat die 13. Etage eines Bürogebäudes mit mehreren Mietern im Chicagoer Fulton Market in Laborräume für Lebensmitteltests umgewandelt.

Konvertierungstreiber

Zwei Hauptgründe für die Umstellung bestehender Gebäude auf neue Nutzungen sind Bedenken hinsichtlich ESG und der Zeit bis zur Fertigstellung, meint der Architekt Tim Mustard, Direktor und Direktor für Geschäftsentwicklung beim Architekturbüro TCA Architects mit Sitz in Orange County, Kalifornien, das sich auf die Neugestaltung verschiedener Gebäudetypen spezialisiert hat von Immobilienvermögen zur Wohnnutzung.

„Umbauten fördern die Nachhaltigkeit, weil wir vorhandene Baumaterialien verwenden und Abfall und Kohlenstoff reduzieren, indem wir verhindern, dass Baumaterialien auf Mülldeponien landen“, sagt er. „Außerdem lassen sie sich viel schneller auf den Markt bringen, insbesondere in Märkten mit hohen Barrieren wie Südkalifornien und der San Francisco-Bay Area. Bei bestehenden Strukturen gibt es so viele rezeptfreie Genehmigungen nach eigenem Ermessen, dass sich die Zeit bis zur Erlangung von Genehmigungen von zwei bis drei Jahren auf einige Monate und die Lieferzeit von fünf bis sieben Jahren auf zwei bis drei Jahre verkürzt“, fügt Mustard hinzu.

Gebäudeeigentümer und -entwickler nutzen ganze Bürogebäude um und schaffen vorgefertigte Laborflächen in vertikalen Bürogebäuden mit mehreren Mietern, normalerweise auf einer oder zwei Etagen. Der Architekt Brooks Slocum, Direktor des Full-Service-Design- und Bauunternehmens SGA, der alle Projekte im New Yorker Büro des Unternehmens überwacht, weist darauf hin, dass die Menge an Life-Science-Raum in vertikalen Gebäuden durch die Belüftungskapazität begrenzt ist, die manchmal durch leerstehende Gebäude erreicht wird B. in Schächten oder nach Standorten, an denen vertikale Bereiche mit der geringsten Beeinträchtigung des Gebäudes geschaffen werden können.

Budd Bioworks ist ein Life-Science-Campus für die Produktion in Philadelphia mit Laborflächen für mehrere Phasen des Ökosystems der Arzneimittelentwicklung.

Kosten und Mieten

Laut einem CBRE-Bericht aus dem Jahr 2022 liegen die Kosten für den Bau von Grund auf in den drei größten Life-Science-Märkten – San Diego, San Francisco und Boston-Cambridge – zwischen 675 US-Dollar pro Quadratfuß und 1.200 US-Dollar pro Quadratfuß, hinzu kommen noch 300 US-Dollar 650 US-Dollar pro Quadratfuß für die Ausstattung von Mieterlabors.

Laut dem in Boston ansässigen Robert Richards, der das Cambridge/Urban-Team des Immobiliendienstleistungsunternehmens Cushman & Wakefield leitet, kostet der Umbau eines Büros in ein Labor hingegen durchschnittlich etwa 300 US-Dollar pro Quadratfuß für Umbau und Mieterausbau.

Jon Wright, JLL-Vizepräsident und Biowissenschaften sowie Leiter für Projekt- und Entwicklungsdienstleistungen, sagt, dass die Kosten je nach den vorhandenen Merkmalen des umzunutzenden Gebäudes und der Art des Labors, das der Eigentümer bauen möchte, variieren. Beispielsweise steigen die Kosten, wenn der Bau eines Speziallabors oder Vivariums geplant ist, eines geschlossenen Bereichs, in dem Tiere oder Pflanzen zu Beobachtungs- oder Forschungszwecken gehalten werden.

Laut Slocum von SGA variieren die Kosten auch je nach Büro-zu-Labor-Verhältnis. Einige Life-Science-Umbauten erfolgen im Verhältnis 40/60 vom Büro zum Labor, andere wiederum im Verhältnis 60/40 vom Büro zum Labor. Bei der Berechnung der Kosten ist es jedoch üblich, Annahmen zu treffen, die auf einer 50/50-Büro-Labor-Konfiguration basieren, doch in den letzten Jahren ist bei der Größe des Laborraums ein leicht steigender Trend zu verzeichnen, bemerkt Morin von CBRE.

Bertsch von Project Management Advisors sagt, dass ein schlechter Zustand des Gebäudes, einschließlich Wartung, Nichteinhaltung von Vorschriften und andere unvorhergesehene physische Probleme, die Kosten ebenfalls erheblich erhöhen können.

Thor Equities hat 95 Greene neu positioniert, ein dramatisches Neupositionierungsprojekt zur Schaffung der ersten laborfertigen Life-Science-Immobilie in Jersey City.

Ein Mietaufschlag und längere Mietverträge im Zusammenhang mit Forschungs- und Entwicklungstransaktionen sowie eine stetige Nachfrage sind weitere Anreize für die Umstellung von Büroimmobilien auf Laborflächen. Joseph Fetterman, Executive Vice President und Mitglied des nationalen Lenkungsausschusses für Gesundheitswesen und Biowissenschaften der Life-Sciences-Praxisgruppe von Colliers, stellt fest, dass Laborflächen je nach Standort anderthalb- bis zweieinhalbmal höhere Mieten als Büroflächen bieten.

Richtiger Standort, richtiges Gebäude

Jon Wright, Vizepräsident und Life-Science-Leiter für Projekt- und Entwicklungsdienstleistungen bei JLL, sagt, dass die Mietprämien in Märkten mit einer Konzentration von Life-Science-Unternehmen und geringen Lagerbeständen am höchsten sind, wie zum Beispiel der Bay Area in Kalifornien und Denver/Boulder. Aber auch in diesen Märkten ist der Standort von entscheidender Bedeutung, da die Immobilie in der Nähe wünschenswerter Annehmlichkeiten und Universitäten liegen muss, an denen das Talent lebt.

Der Standort innerhalb oder in der Nähe bestehender Life-Science-Cluster ist sowohl für Life-Science-Unternehmen als auch für Wissenschaftler wichtig, da er den Unternehmen Zugang zu Talenten verschafft und Forschern die Möglichkeit gibt, mit gleichgesinnten Fachleuten zusammenzuarbeiten, so der in San Diego ansässige Architekt Darrel Fullbright, LEED Green Associate und globaler Praxisleiter für Entwicklerpraxisgebäude beim globalen Architekturbüro Gensler.

Abgesehen vom Standort ist die Auswahl des richtigen Gebäudes entscheidend für den Erfolg eines Umbaus, sagt Timothy Martin, Geschäftsführer und nationaler Leiter für Life-Science-Property-Management bei JLL, der betont, dass die physischen Eigenschaften eines Gebäudes für die Mieter angemessen sein müssen Wer wird es letztendlich besetzen? „Wir haben erfolgreiche Umbauten in einer Vielzahl von Größen, Standorten und dem ursprünglichen Zweck der Gebäude gesehen“, sagt er. „Letztendlich sind Konvertierungen erfolgreich, weil sie von erfahrenen Teams entworfen, erstellt und durchgeführt werden, die die Bedürfnisse ihrer Endbenutzer verstehen.“

Laut Richards von Cushman & Wakefield beträgt die Miete für Laborflächen in der Gegend von Boston beispielsweise 100 US-Dollar pro Quadratfuß, und umgebaute Gebäude kosten 1.700 bis 1.800 US-Dollar pro Quadratfuß. Aufgrund der hohen Kosten für Laborausbauten haben Life-Science-Mietverträge in der Regel eine Laufzeit von sieben bis 15 Jahren. Eine weitere positive Dynamik für diesen Sektor besteht darin, dass Life-Science-Unternehmen schnell wachsen, sich in der Regel innerhalb von 24 bis 36 Monaten verdoppeln oder verdreifachen und daher letztendlich mehr Platz benötigen.

Fullbright von Gensler weist außerdem darauf hin, dass die meisten Büroarbeitgeber zwar eine hybride Arbeitsumgebung bevorzugen, in der die Mitarbeiter nur drei Tage pro Woche im Büro sind, bei Life-Science-Unternehmen jedoch mehr Gewissheit hinsichtlich der Auslastung besteht. „Wir denken hier, dass man in einem Labor nicht aus der Ferne arbeiten kann.“

Fetterman von Colliers erklärt, dass Investoren in Umbauten in zwei Kategorien fallen: (1) Entwickler/Investoren mit Erfahrung in der Entwicklung von Life-Science-Projekten, die in die Top-Life-Science-Cluster einsteigen oder expandieren möchten, und (2) Eigentümer/Investoren mit Bürogebäuden, die dadurch negativ beeinflusst werden Veränderungen auf dem Büromarkt auf der Suche nach einer Möglichkeit, die Auslastung zu verbessern.

Projekte einer erfahrenen Gruppe weisen in der Regel ein geringes Risiko auf, da diese Entwickler in der Regel über eine gute Kapitalausstattung verfügen und Vermögenswerte zu fairen Preisen mit den richtigen strukturellen Merkmalen für die Umwandlung suchen, schlägt Fetterman vor.

Laut einem Gensler-Bericht gehören zu den wünschenswertesten Strukturmerkmalen:

• Säulenabstand, idealerweise 11 Fuß voneinander entfernt
• Tragfähigkeit vom Boden bis zum Dach zur Unterstützung von 125 bis 150 Pfund pro Quadratfuß
• Bodenvibrationsstabilität für den Einsatz empfindlicher Mikroskopiegeräte
• Große Bodendurchdringungen, die eine leistungsstarke HVAC-Infrastruktur unterbringen können, um den Abluft- und Frischluftlüftungsanforderungen von Forschungs- und Entwicklungslabors gerecht zu werden
• Raumhöhe vom Boden bis zur Decke von 14 bis 16 Fuß zur Unterbringung spezieller Forschungsgeräte

Bertsch von Project Management Advisors behauptet, dass Bürovermieter ihre Gebäude auf Life-Science-Nutzung umstellen wollen, weil diese resistent gegen zukünftige Epidemien oder Pandemien sei. Leider sind sich Vermieter oft nicht darüber im Klaren, wie hoch die Kosten für die Modernisierung der Gebäudetechnik, der Elektro- und Sanitärinfrastruktur sind, um den Code- und Funktionalitätsanforderungen gerecht zu werden.

• Zu den Modernisierungen der Infrastruktur von Bürogebäuden gehören: Hocheffiziente HVAC- und Lüftungs- und Abgassysteme zur Gewährleistung der Umweltsicherheit; Sauberkeit und 100 Prozent frische Luft
• Elektrischer Service, der die doppelte Leistung eines typischen Bürogebäudes liefert, 4.000 Watt gegenüber 2.000 Watt in Bürogebäuden
• Ein Standby-Stromgenerator und alternatives Energiespeichersystem, das rund um die Uhr unterbrechungsfreien Strom liefern kann, um kritische Infrastruktursysteme, Forschung und temperaturempfindliche Produkte zu schützen

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In the 21st century, a building dedicated to education cannot do without an approach aimed at sustainability and respect for the environment as a fundamental element of its construction. And just from that reflection, it’s a perfect example of that “Learn by doing, learn by caring” the motto of new schoolthat the new science and environmental center of the Leddy Maytum Stacy Architects Atelier for this private school draws inspiration from. Founded in 1967 in the United States, Nueva School focuses on educating students with strong intellectual abilities from kindergarten through high school. In particular, the Hillsborough campus in California, on which the new Science Center was built, is aimed at students up to the eighth grade. Spread over 33 acres along the coastal and semi-rural hills of the San Francisco Peninsula, the school’s campus consists of several buildings amid lush vegetation, mostly oak trees, with fantastic panoramic views across the bay. Surrounded by a forest, the Science and Environment Center building fits right into this context: a two-storey building with eight flexible classrooms with external classrooms for interdisciplinary activities.

The building received the 2022 AIA National Education Facility Design Award and is LEED Gold, Net Zero Energy certified. In fact, the project was carried out in accordance with the sustainability and energy saving objectives of the master plan, with particular attention to the preservation and restoration of the original habitat, as well as the design of flexible educational spaces that can be easily adapted to the different training programs.

The architects encouraged connections between users and the natural environment through a series of passive strategies and design choices that are easy to spot. An example is the shape of the building, inspired by the natural topography of the hill. A solution that has made it possible to reduce the excavations required for construction and to maximize contact with the natural environment, through a series of outdoor classrooms that become an extension of the classrooms located on the ground floor. Therefore, a building with a “narrow” floor plan was preferred, a solution that helped maximize the natural lighting and ventilation of the classrooms and reduce the building’s visual and physical impact on the surrounding nature.

(Agnes Bifulco)

Images courtesy of Leddy Maytum Stacy Architects

Project: Nueva School Science and Environment Center
Architect: Leddy Maytum Stacy Architects www.lmsarch.com
Project team:
Bill Leddy, director
Jason Bolander, Project Manager
Ian Ashcraft-Williams, Project Architect

Architect: Leddy Maytum Stacy Architects

engineers:
Civil: BKF engineers
Structurally: Murphy Burr Curry
MEP: Point Energy Innovation (Base of Design)
Electrical: Cupertino (Eng. of Record)
Mech/Plumbing: Air systems

Advisor:
Landscape: CMG landscape architecture
Joint Trench: UDCE
Impregnation: WJE
Acoustic: Salter
Laboratory: HERA
Audiovisual: Shalleck
General Contractor: WL Butler

Photographer: Bruce Damonte, Richard Barnes

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This January, California experienced historic storms that battered the coast with waves up to 50 feet high. The incredible surf washed up a lot of interesting things in the sand, but probably nothing more poignant than the massive skull of a gray whale on Muir Beach.

The skull weighs around 400 pounds, which isn’t surprising given that gray whales – which travel near the California coast on their migration between Mexico and the Arctic – typically weigh more than 50,000 pounds and are 40 feet long. And as luck would have it, marine researchers already knew the creature it belonged to: a 38-foot woman believed to have been killed in a ship attack near the Golden Gate Bridge last spring and whose body was found on nearby Little Beach washed up.

The logistics of transporting the carcass proved daunting, so the decision was made to allow the whale to decompose naturally. That way, it could continue to return after death, a Marine Mammal Center spokesman said, because natural decomposition “provides an essential food source for small forage fish, birds, crustaceans, small land-based predators, and nitrogen back into the ecosystem.”

Now the whale’s skull will offer even more value. A National Park Service official decided that the “Presidio Field Station, a new park curiosity lab at the Presidio Tunnel Tops, would be an ideal place to share it and its history with the public,” says Damien Raffa, Senior Park Experience and Partnerships Specialist at the Presidio Trust. Volunteers working with the National Park Service bundled the skull onto a truck and carted it to San Francisco where it will be on display.

“These are now the largest bones in the Presidio Field Station collection, and we hope their presence will inspire wonder about these water giants who are ancient migrants along the Golden Gate,” says Raffa. “We are honored to be its stewards and to be able to share this beautiful planetary life form with park visitors.”

Volunteers help transport the skull of a gray whale killed by a ship from Muir Beach to the Presidio Field Station. (National Park Service)

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About the position

The Department of Energy and Process Engineering (EPT) has a vacancy for a two-year postdoctoral scholarship within the Sustainable Energy System (SES) group. The research activity in the SES group ranges from energy storage to heating, ventilation and air conditioning (HVAC) systems in buildings. The postdoctoral position is part of the knowledge-building project NORGIBATF, led by the SES group in collaboration with the Norwegian battery manufacturing industry (FREYR, BEYONDER, NORSIRK, Nordic Mining and Norsk Hydro). Several Norwegian industries are planning large scale (GWh) battery cell factories to produce batteries for export. The NORGIBATF project aims to support these industries by developing competence in energy-efficient battery cell production and enabling a world-leading research environment within industrial battery production in Norway.

Current battery factories are equipped with a dry room where several important steps of the battery cell assembly are performed. The relative humidity (RH) in dry rooms should be kept extremely low (< 1% RH) to prevent impairing the long-term battery performance. Keeping such a low RH is an energy-intensive process that represents a large share of the embodied energy in a battery. Therefore, the research aims at improving the energy efficiency of dry rooms.

The main research activity is based on systems analysis where the hygrothermal dynamics of the dry room and the HVAC system will be investigated together. This will be done using detailed dynamic simulations (e.g. Modelica or IDA-ICE), calibrated on field measurements that will serve as virtual experiments. The objective of the simulations is to enable improvements in the design and operation of dry rooms. The research may also focus on the ventilation air distribution in dry rooms, in order to optimize the air distribution to keep the RH below the limit at all locations in the dry room while minimizing the flow rate.

The Head of Department is Professor Terese Løvås. The day-to-day position management is by Associate Professors Bjørn Austbø and Laurent Georges. The NORGIBATF project is managed by Professor Odne Burheim, head of the SES group.

The postdoctoral fellowship position is a temporary position where the main goal is to qualify for work in senior academic positions.

Duties of the position

• Develop a virtual dynamic model of a dry room calibrated on a real test case
• Perform field measurements to support the development of the model
• Analysis the energy efficiency of dry rooms to optimize their design and operation
• Analysis of the ventilation airflow distribution in dry rooms

Required selection criteria

• You must have completed a Norwegian doctoral degree or corresponding foreign doctoral degree recognized as equivalent to a Norwegian PhD in HVAC engineering, process engineering or similar.
• If you can document that the PhD thesis has been submitted, your application can be assessed even if you have not yet defended your dissertation. Documentation of the obtained doctoral degree must be presented before you can take up the position.
• Experience with dynamic simulation tools such as Modelica, TRNSYS, IDA ICE or similar
• Excellent written and oral English communication skills

The appointment is to be made in accordance with Regulations on terms of employment for positions such as postdoctoral fellow, Ph.D candidate, research assistant and specialist candidate (in Norwegian).

Preferred selection criteria

Research or professional experience in one or more of the following domains will be considered an advantage:

• Desiccant wheel technology
• Field measurements of indoor climate and/or energy use in buildings and/or industrial premises
• Pre- and post-processing tools like Python or MATLAB
• Data-driven systems modelling
• Building physics
• Control engineering

Knowledge of the Norwegian language will be considered as an advantage

Personal characteristics

• Confidence in working independently
• Ability and willingness to work in inter- and transdisciplinary teams
• creativity
• critical thinking

Emphasis will be placed on personal and interpersonal qualities.

We offer

Salary and conditions

As a Postdoctoral Fellow (code 1352) you are normally paid from gross NOK 584 700 per annum before tax, depending on qualifications and seniority. From the salary, 2% is deducted as a contribution to the Norwegian Public Service Pension Fund.

The period of employment is 2 years (with teaching duties).

The commitment is to be made in accordance with the regulations in force concerning State Employees and Civil Servants (in Norwegian), and the acts relating to Control of the Export of Strategic Goods, Services and Technology. Candidates who by assessment of the application and attachment are seen to conflict with the criteria in the latter law will be prohibited from recruitment to NTNU.

After the appointment you must assume that there may be changes in the area of ​​work.

The position is subject to external funding.

It is a prerequisite you can be present at and accessible to the institution on a daily basis.

About the application

The application and supporting documentation to be used as the basis for the assessment must be in English.

Publications and other scientific work must follow the application. Please note that applications are only evaluated based on the information available on the application deadline. You should ensure that your application shows clearly how your skills and experience meet the criteria which are set out above.

If, for any reason, you have taken a career break or have had an atypical career and wish to disclose this in your application, the selection committee will take this into account, recognizing that the quantity of your research may be reduced as a result.

The application must include:

• CV and certificates
• Transcripts and diplomas for bachelor’s, master’s and PhD degrees. If you have not yet completed your Ph.D, you must provide confirmation on your estimated date for the doctoral dissertation, or that your Ph.D thesis has been submitted
• A copy of the doctoral thesis. If you are close to submitting, or have recently submitted your thesis, you can attach a draft of the thesis. Documentation of a completed doctoral degree must be presented before taking up the position.
• Academic works – published or unpublished – that you would like to be considered in the assessment (up to 5 items)
• Research plan
• Name and contact information of three referees

If all, or parts, of your education has been taken abroad, we also ask you to attach documentation of the scope and quality of your entire education. Description of the documentation required can be found here. If you already have a statement from NOKUT, please attach this as well.

Joint works will be considered. If it is difficult to identify your contribution to joint works, you must attach a brief description of your participation.

In the evaluation of which candidate is best qualified, emphasis will be placed on education, experience and personal and interpersonal qualities. Motivation, ambitions, and potential will also count in the assessment of the candidates.

NTNU is committed to following evaluation criteria for research quality according to The San Francisco Declaration on Research Assessment – DORA.

General information

Working at NTNU

NTNU believes that inclusion and diversity is a strength. We want our faculty and staff to reflect Norway’s culturally diverse population and we continuously seek to hire the best minds. This enables NTNU to increase productivity and innovation, improve decision-making processes, raise employee satisfaction, compete academically with global top-ranking institutions and carry out our social responsibilities within education and research. NTNU emphasizes accessibility and encourages qualified candidates to apply regardless of gender identity, ability status, periods of unemployment or ethnic and cultural background.

NTNU is working actively to increase the number of women employed in scientific positions and has a number of resources to promote equality.

The city of Trondheim is a modern European city with a rich cultural scene. Trondheim is the innovation capital of Norway with a population of 200,000. The Norwegian welfare state, including healthcare, schools, kindergartens and overall equality, is probably the best of its kind in the world. Professional subsidized day-care for children is easily available. Furthermore, Trondheim offers great opportunities for education (including international schools) and possibilities to enjoy nature, culture and family life and has low crime rates and clean air quality.

As an employee at NTNU, you must at all times adhere to the changes that the development in the subject entails and the organizational changes that are adopted.

A public list of applicants with name, age, job title and municipality of residence is prepared after the application deadline. If you want to remove yourself from entry on the public applicant list, this must be justified. Assessment will be made in accordance with current legislation. You will be notified if the request is not accepted.

If you have any questions about the position, please contact Associate Professor Bjørn Austbø, email: bjorn.austbo@ntnu.no. If you have any questions about the recruitment process, please contact Emmy Høiseth, e-mail: emmy.a.hoiseth@ntnu.no

If you think this looks interesting and in line with your qualifications, please submit your application electronically via jobbnorge.no with your CV, diplomas and certificates attached. Applications submitted elsewhere will not be considered. Upon request, you must be able to obtain certified copies of your documentation.

Application deadline: 02.11.2022

NTNU

NTNU – knowledge for a better world

The Norwegian University of Science and Technology (NTNU) creates knowledge for a better world and solutions that can change everyday life.

Department of Energy and Process Engineering

We conduct research and teaching covering the entire energy chain, from resources to the end user. We look at how energy is produced and used by humans and machines in a sustainable way with regard to health, climate change and the resource base. The Department of Energy and Process Engineering is one of eight departments in the Faculty of Engineering.

deadline 2nd November 2022
employer NTNU – Norwegian University of Science and Technology
Municipality Trondheim
scope full time
duration Temporary
Place of service

The post Postdoctoral Fellow in Vitality-Environment friendly HVAC Techniques for Giga Battery Factories job with NORWEGIAN UNIVERSITY OF SCIENCE & TECHNOLOGY – NTNU appeared first on DAILY SAN FRANCISCO BAY NEWS.

Significant investment will enable world-class discovery research, innovation in data science and digital health and collaborations in the Bay Area

BRISBANE, Calif., September 20, 2022–(BUSINESS WIRE)–Johnson & Johnson (NYSE: JNJ) (the Company) today opened its San Francisco Bay Campus, a state-of-the-art Research & Development (R&D ) facility in the Bay Area, one of the world’s most established global hubs for innovation and entrepreneurship. The nearly 200,000 square-foot facility will house up to 400 employees, more than doubling the R&D presence of Johnson & Johnson in the Bay Area. The campus bridges key scientific and technological capabilities by co-locating Janssen R&D, Johnson & Johnson Innovation and Johnson & Johnson Technology. It will further integrate the Company into the Bay Area innovation ecosystem to strengthen and increase collaborations with innovators to accelerate growth.

“Johnson & Johnson’s expanded presence in the Bay Area affirms our commitment to combining science and technology to deliver transformative healthcare solutions,” said Joaquin Duato, Chief Executive Officer, Johnson & Johnson. “On this campus, our talented teams will use their diverse experience and expertise to tackle society’s greatest health challenges to create a better future for patients.”

The R&D focus at the new site spans Janssen’s therapeutic areas and key functions, including emerging science and technologies for gene and RNA therapies, novel treatments and approaches for retinal and infectious diseases, and advanced data science, including artificial intelligence and machine learning. Co-locating expertise at the site will enable the expansion of the Company’s world-class discovery engine and industry-leading pipeline.

“Our new state-of-the-art science facility in the Bay Area will further strengthen our R&D capabilities and transform how we discover, develop and deliver innovative medicines faster and more efficiently. By integrating drug discovery, data science and digital health, we aim to accelerate the growth of our best-in-class portfolio and deliver better health outcomes for people worldwide,” said James Merson, Ph.D., Site Head, San Francisco Bay Campus and Global Therapeutic Area Head, Infectious Diseases, Janssen Research & Development, LLC.

Story continues

The Johnson & Johnson Innovation Center in California has facilitated investments and collaborations to accelerate early-stage healthcare innovation with academic and industry partners in the Bay Area and greater California ecosystem since 2014. The San Francisco Bay Campus, along with the Company’s JLABS @ South San Francisco, will continue to enable the Company to build strong relationships with entrepreneurs, scientists and investors to support and invest in highly differentiated innovations that extend and improve lives everywhere. Additionally, given the convergence of healthcare and technology in the region, the Company will increase its focus on the Johnson & Johnson Technology organization to enhance its ability to create innovative digital solutions to advance human health.

Building on Johnson & Johnson’s long-standing commitment to use its expertise and resources to reduce the environmental footprint of its operations, the Bay Area hub is designed as a high-performance green campus, reinforcing the Company’s pledge to be responsible stewards in creating a healthy , more sustainable future. The aim is for the new site to receive Silver Leadership in Energy & Environmental Design (LEED) certification, the most widely used green building rating system in the world.

About Johnson & Johnson
At Johnson & Johnson, we believe good health is the foundation of vibrant lives, thriving communities and forward progress. That’s why for more than 135 years, we have aimed to keep people well at every age and every stage of life. Today, as the world’s largest and most broadly-based healthcare company, we are committed to using our reach and size for good. We strive to improve access and affordability, create healthier communities, and put a healthy mind, body and environment within reach of everyone, everywhere. We are blending our heart, science and ingenuity to profoundly change the trajectory of health for humanity. Learn more at www.jnj.com. Follow us at @JNJNews.

About the Janssen Pharmaceutical Companies of Johnson & Johnson
At Janssen, we’re creating a future where disease is a thing of the past. We’re the Pharmaceutical Companies of Johnson & Johnson, working tirelessly to make that future a reality for patients everywhere by fighting sickness with science, improving access with ingenuity, and healing hopelessness with heart. We focus on areas of medicine where we can make the biggest difference: Cardiovascular, Metabolism & Retina; Immunology; Infectious Diseases & Vaccines; neuroscience; oncology; and pulmonary hypertension. Learn more at www.janssen.com. Follow us at @JanssenGlobal. Janssen Research & Development, LLC is part of the Janssen Pharmaceutical Companies of Johnson & Johnson.

About Johnson & Johnson Innovation
Johnson & Johnson Innovation LLC works across the pharmaceutical, medical device and consumer health sectors to accelerate early-stage, transformational solutions by catalyzing the best ideas wherever they are in the world. We do this by harnessing our deep scientific capabilities coupled with a wide range of tools, including customized deal structures, company creation, incubation and startup services, capital investments and other innovative business models that aim to meet the diverse needs of entrepreneurs, scientists, and emerging companies. Our goal is to help life science and health technology innovations thrive through collaboration and partnership with the global ecosystem, so that together we can change the trajectory of human health. Meet our passionate team of science and technology experts and learn how to collaborate with us at www.jnjinnovation.com.

About Johnson & Johnson Technology
Johnson & Johnson Technology solves big problems in healthcare through technology and digital innovation. Just as doctors use scalpels, we use data science, algorithms, artificial intelligence, robotics, and other digital solutions to transform patients’ lives. From guiding patients through treatment to accelerating vaccine development to enabling employees to work seamlessly from any location, our digital tools infuse our products with novelty, dexterity, and ease. Guided by Our Credo, we unleash the power of technology for good to drive greater access, equity, and sustainability, and to shape the future of healthcare in the way that only we can.

Cautions Concerning Forward-Looking Statements
This press release contains “forward-looking statements” as defined in the Private Securities Litigation Reform Act of 1995 regarding, among other things: future operating and financial performance, product development, market position and business strategy. The reader is cautioned not to rely on these forward-looking statements. These statements are based on current expectations of future events. If underlying assumptions prove inaccurate or known or unknown risks or uncertainties materialize, actual results could vary materially from the expectations and projections of Janssen Research & Development, LLC. Risks and uncertainties include, but are not limited to: economic factors, such as interest rate and currency exchange rate fluctuations; competition, including technological advances, new products and patents attained by competitors; challenges inherent in new product research and development, including uncertainty of clinical success and obtaining regulatory approvals; uncertainty of commercial success for new and existing products; challenges to patents; the impact of patent expirations; the ability of the Company to successfully execute strategic plans; the impact of business combinations and divestitures; manufacturing difficulties or delays, internally or within the supply chain; product efficacy or safety concerns resulting in product recalls or regulatory action; significant adverse litigation or government action, including related to product liability claims; changes to applicable laws and regulations, including tax laws and global healthcare reforms; trends toward healthcare cost containment; changes in behavior and spending patterns of purchasers of healthcare products and services; financial instability of international economies and legal systems and sovereign risk; increased scrutiny of the healthcare industry by government agencies; the Company’s ability to satisfy the necessary conditions to consume the separation of the Company’s Consumer Health business on a timely basis or at all; the Company’s ability to successfully separate the Company’s Consumer Health business and realize the anticipated benefits from the separation; the New Consumer Health Company’s ability to succeed as a standalone publicly traded company; and risks related to the impact of the COVID-19 global pandemic, such as the scope and duration of the outbreak, government actions and restrictive measures implemented in response, material delays and cancellations of medical procedures, supply chain disruptions and other impacts on the business , or on the Company’s ability to execute business continuity plans as a result of the COVID-19 pandemic. A further list and descriptions of these risks, uncertainties and other factors can be found in Johnson & Johnson’s Annual Report on Form 10-K for the fiscal year ended January 2, 2022, including in the sections captioned “Cautionary Note Regarding Forward-Looking Statements ” and “Item 1A. Risk Factors,” and in Johnson & Johnson’s subsequent Quarterly Reports on Form 10-Q and other filings with the Securities and Exchange Commission. Copies of these filings are available online at www.sec.gov, www.jnj.com or on request from Johnson & Johnson. Any forward-looking statement made in this release speaks only as of the date of this release. Johnson & Johnson does not undertake to update any forward-looking statement as a result of new information or future events or developments.

View source version on businesswire.com: https://www.businesswire.com/news/home/20220920005339/en/

Contacts

Media:
Jake Sargent
+1 732-524-1090
JSargen3@its.jnj.com

Rachael Jarnagin
+1 415-705-9023
RJarnagi@its.jnj.com

Investor Relations:
Raychel Kruper
+1 732-524-6164
RKruper@its.jnj.com

The post Johnson & Johnson Opens State-of-the-Artwork Science and Know-how Campus in San Francisco Bay Space appeared first on DAILY SAN FRANCISCO BAY NEWS.

About the position

The Department of Energy and Process Engineering (EPT) has a vacancy for a two-year postdoctoral scholarship within the Sustainable Energy System (SES) group. The research activity in the SES group ranges from energy storage to heating, ventilation and air conditioning (HVAC) systems in buildings. The postdoctoral position is part of the knowledge-building project NORGIBATF, led by the SES group in collaboration with the Norwegian battery manufacturing industry (FREYR, BEYONDER, NORSIRK, Nordic Mining and Norsk Hydro). Several Norwegian industries are planning large scale (GWh) battery cell factories to produce batteries for export. The NORGIBATF project aims to support these industries by developing competence in energy-efficient battery cell production and enabling a world-leading research environment within industrial battery production in Norway.

Current battery factories are equipped with a dry room where several important steps of the battery cell assembly are performed. The relative humidity (RH) in dry rooms should be kept extremely low (< 1% RH) to prevent impairing the long-term battery performance. Keeping such a low RH is an energy-intensive process that represents a large share of the embodied energy in a battery. Therefore, the research aims at improving the energy efficiency of dry rooms.

The main research activity is based on systems analysis where the hygrothermal dynamics of the dry room and the HVAC system will be investigated together. This will be done using detailed dynamic simulations (e.g. Modelica or IDA-ICE), calibrated on field measurements that will serve as virtual experiments. The objective of the simulations is to enable improvements in the design and operation of dry rooms. The research may also focus on the ventilation air distribution in dry rooms, in order to optimize the air distribution to keep the RH below the limit at all locations in the dry room while minimizing the flow rate.

The Head of Department is Professor Terese Løvås. The day-to-day position management is by Associate Professors Bjørn Austbø and Laurent Georges. The NORGIBATF project is managed by Professor Odne Burheim, head of the SES group.

The postdoctoral fellowship position is a temporary position where the main goal is to qualify for work in senior academic positions.

Duties of the position

• Develop a virtual dynamic model of a dry room calibrated on a real test case
• Perform field measurements to support the development of the model
• Analysis the energy efficiency of dry rooms to optimize their design and operation
• Analysis of the ventilation airflow distribution in dry rooms

Required selection criteria

• You must have completed a Norwegian doctoral degree or corresponding foreign doctoral degree recognized as equivalent to a Norwegian PhD in HVAC engineering, process engineering or similar.
• If you can document that the PhD thesis has been submitted, your application can be assessed even if you have not yet defended your dissertation. Documentation of the obtained doctoral degree must be presented before you can take up the position.
• Experience with dynamic simulation tools such as Modelica, TRNSYS, IDA ICE or similar
• Excellent written and oral English communication skills

The appointment is to be made in accordance with Regulations on terms of employment for positions such as postdoctoral fellow, Ph.D candidate, research assistant and specialist candidate (in Norwegian).

Preferred selection criteria

Research or professional experience in one or more of the following domains will be considered an advantage:

• Desiccant wheel technology
• Field measurements of indoor climate and/or energy use in buildings and/or industrial premises
• Pre- and post-processing tools like Python or MATLAB
• Data-driven systems modelling
• Building physics
• Control engineering

Knowledge of the Norwegian language will be considered as an advantage

Personal characteristics

• Confidence in working independently
• Ability and willingness to work in inter- and transdisciplinary teams
• creativity
• critical thinking

Emphasis will be placed on personal and interpersonal qualities.

We offer

Salary and conditions

As a Postdoctoral Fellow (code 1352) you are normally paid from gross NOK 584 700 per annum before tax, depending on qualifications and seniority. From the salary, 2% is deducted as a contribution to the Norwegian Public Service Pension Fund.

The period of employment is 2 years (with teaching duties).

The commitment is to be made in accordance with the regulations in force concerning State Employees and Civil Servants (in Norwegian), and the acts relating to Control of the Export of Strategic Goods, Services and Technology. Candidates who by assessment of the application and attachment are seen to conflict with the criteria in the latter law will be prohibited from recruitment to NTNU.

After the appointment you must assume that there may be changes in the area of ​​work.

The position is subject to external funding.

It is a prerequisite you can be present at and accessible to the institution on a daily basis.

About the application

The application and supporting documentation to be used as the basis for the assessment must be in English.

Publications and other scientific work must follow the application. Please note that applications are only evaluated based on the information available on the application deadline. You should ensure that your application shows clearly how your skills and experience meet the criteria which are set out above.

If, for any reason, you have taken a career break or have had an atypical career and wish to disclose this in your application, the selection committee will take this into account, recognizing that the quantity of your research may be reduced as a result.

The application must include:

• CV and certificates
• Transcripts and diplomas for bachelor’s, master’s and PhD degrees. If you have not yet completed your Ph.D, you must provide confirmation on your estimated date for the doctoral dissertation, or that your Ph.D thesis has been submitted
• A copy of the doctoral thesis. If you are close to submitting, or have recently submitted your thesis, you can attach a draft of the thesis. Documentation of a completed doctoral degree must be presented before taking up the position.
• Academic works – published or unpublished – that you would like to be considered in the assessment (up to 5 items)
• Research plan
• Name and contact information of three referees

If all, or parts, of your education has been taken abroad, we also ask you to attach documentation of the scope and quality of your entire education. Description of the documentation required can be found here. If you already have a statement from NOKUT, please attach this as well.

Joint works will be considered. If it is difficult to identify your contribution to joint works, you must attach a brief description of your participation.

In the evaluation of which candidate is best qualified, emphasis will be placed on education, experience and personal and interpersonal qualities. Motivation, ambitions, and potential will also count in the assessment of the candidates.

NTNU is committed to following evaluation criteria for research quality according to The San Francisco Declaration on Research Assessment – DORA.

General information

Working at NTNU

NTNU believes that inclusion and diversity is a strength. We want our faculty and staff to reflect Norway’s culturally diverse population and we continuously seek to hire the best minds. This enables NTNU to increase productivity and innovation, improve decision-making processes, raise employee satisfaction, compete academically with global top-ranking institutions and carry out our social responsibilities within education and research. NTNU emphasizes accessibility and encourages qualified candidates to apply regardless of gender identity, ability status, periods of unemployment or ethnic and cultural background.

NTNU is working actively to increase the number of women employed in scientific positions and has a number of resources to promote equality.

The city of Trondheim is a modern European city with a rich cultural scene. Trondheim is the innovation capital of Norway with a population of 200,000. The Norwegian welfare state, including healthcare, schools, kindergartens and overall equality, is probably the best of its kind in the world. Professional subsidized day-care for children is easily available. Furthermore, Trondheim offers great opportunities for education (including international schools) and possibilities to enjoy nature, culture and family life and has low crime rates and clean air quality.

As an employee at NTNU, you must at all times adhere to the changes that the development in the subject entails and the organizational changes that are adopted.

A public list of applicants with name, age, job title and municipality of residence is prepared after the application deadline. If you want to remove yourself from entry on the public applicant list, this must be justified. Assessment will be made in accordance with current legislation. You will be notified if the request is not accepted.

If you have any questions about the position, please contact Associate Professor Bjørn Austbø, email: bjorn.austbo@ntnu.no. If you have any questions about the recruitment process, please contact Emmy Høiseth, e-mail: emmy.a.hoiseth@ntnu.no

If you think this looks interesting and in line with your qualifications, please submit your application electronically via jobbnorge.no with your CV, diplomas and certificates attached. Applications submitted elsewhere will not be considered. Upon request, you must be able to obtain certified copies of your documentation.

Application deadline: 02.11.2022

NTNU

NTNU – knowledge for a better world

The Norwegian University of Science and Technology (NTNU) creates knowledge for a better world and solutions that can change everyday life.

Department of Energy and Process Engineering

We conduct research and teaching covering the entire energy chain, from resources to the end user. We look at how energy is produced and used by humans and machines in a sustainable way with regard to health, climate change and the resource base. The Department of Energy and Process Engineering is one of eight departments in the Faculty of Engineering.

deadline 2nd November 2022
employer NTNU – Norwegian University of Science and Technology
Municipality Trondheim
scope full time
duration Temporary
Place of service

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BRISBANE, Calif.–(BUSINESS WIRE)–Johnson & Johnson (NYSE: JNJ) (the Company) today opened its San Francisco Bay Campus, a state-of-the-art Research & Development (R&D) facility in the Bay Area, one of the world’s most established global hubs for innovation and entrepreneurship. The nearly 200,000 square-foot facility will house up to 400 employees, more than doubling the R&D presence of Johnson & Johnson in the Bay Area. The campus bridges key scientific and technological capabilities by co-locating Janssen R&D, Johnson & Johnson Innovation and Johnson & Johnson Technology. It will further integrate the Company into the Bay Area innovation ecosystem to strengthen and increase collaborations with innovators to accelerate growth.

“Johnson & Johnson’s expanded presence in the Bay Area affirms our commitment to combining science and technology to deliver transformative healthcare solutions,” said Joaquin Duato, Chief Executive Officer, Johnson & Johnson. “On this campus, our talented teams will use their diverse experience and expertise to tackle society’s greatest health challenges to create a better future for patients.”

The R&D focus at the new site spans Janssen’s therapeutic areas and key functions, including emerging science and technologies for gene and RNA therapies, novel treatments and approaches for retinal and infectious diseases, and advanced data science, including artificial intelligence and machine learning. Co-locating expertise at the site will enable the expansion of the Company’s world-class discovery engine and industry-leading pipeline.

“Our new state-of-the-art science facility in the Bay Area will further strengthen our R&D capabilities and transform how we discover, develop and deliver innovative medicines faster and more efficiently. By integrating drug discovery, data science and digital health, we aim to accelerate the growth of our best-in-class portfolio and deliver better health outcomes for people worldwide,” said James Merson, Ph.D., Site Head, San Francisco Bay Campus and Global Therapeutic Area Head, Infectious Diseases, Janssen Research & Development, LLC.

The Johnson & Johnson Innovation Center in California has facilitated investments and collaborations to accelerate early-stage healthcare innovation with academic and industry partners in the Bay Area and greater California ecosystem since 2014. The San Francisco Bay Campus, along with the Company’s JLABS @ South San Francisco, will continue to enable the Company to build strong relationships with entrepreneurs, scientists and investors to support and invest in highly differentiated innovations that extend and improve lives everywhere. Additionally, given the convergence of healthcare and technology in the region, the Company will increase its focus on the Johnson & Johnson Technology organization to enhance its ability to create innovative digital solutions to advance human health.

Building on Johnson & Johnson’s long-standing commitment to use its expertise and resources to reduce the environmental footprint of its operations, the Bay Area hub is designed as a high-performance green campus, reinforcing the Company’s pledge to be responsible stewards in creating a healthy , more sustainable future. The aim is for the new site to receive Silver Leadership in Energy & Environmental Design (LEED) certification, the most widely used green building rating system in the world.

About Johnson & Johnson

At Johnson & Johnson, we believe good health is the foundation of vibrant lives, thriving communities and forward progress. That’s why for more than 135 years, we have aimed to keep people well at every age and every stage of life. Today, as the world’s largest and most broadly-based healthcare company, we are committed to using our reach and size for good. We strive to improve access and affordability, create healthier communities, and put a healthy mind, body and environment within reach of everyone, everywhere. We are blending our heart, science and ingenuity to profoundly change the trajectory of health for humanity. Learn more at www.jnj.com. Follow us at @JNJNews.

About the Janssen Pharmaceutical Companies of Johnson & Johnson

At Janssen, we’re creating a future where disease is a thing of the past. We’re the Pharmaceutical Companies of Johnson & Johnson, working tirelessly to make that future a reality for patients everywhere by fighting sickness with science, improving access with ingenuity, and healing hopelessness with heart. We focus on areas of medicine where we can make the biggest difference: Cardiovascular, Metabolism & Retina; Immunology; Infectious Diseases & Vaccines; neuroscience; oncology; and pulmonary hypertension. Learn more at www.janssen.com. Follow us at @JanssenGlobal. Janssen Research & Development, LLC is part of the Janssen Pharmaceutical Companies of Johnson & Johnson.

About Johnson & Johnson Innovation

Johnson & Johnson Innovation LLC works across the pharmaceutical, medical device and consumer health sectors to accelerate early-stage, transformational solutions by catalyzing the best ideas wherever they are in the world. We do this by harnessing our deep scientific capabilities coupled with a wide range of tools, including customized deal structures, company creation, incubation and startup services, capital investments and other innovative business models that aim to meet the diverse needs of entrepreneurs, scientists, and emerging companies. Our goal is to help life science and health technology innovations thrive through collaboration and partnership with the global ecosystem, so that together we can change the trajectory of human health. Meet our passionate team of science and technology experts and learn how to collaborate with us at www.jnjinnovation.com.

About Johnson & Johnson Technology

Johnson & Johnson Technology solves big problems in healthcare through technology and digital innovation. Just as doctors use scalpels, we use data science, algorithms, artificial intelligence, robotics, and other digital solutions to transform patients’ lives. From guiding patients through treatment to accelerating vaccine development to enabling employees to work seamlessly from any location, our digital tools infuse our products with novelty, dexterity, and ease. Guided by Our Credo, we unleash the power of technology for good to drive greater access, equity, and sustainability, and to shape the future of healthcare in the way that only we can.

Cautions Concerning Forward-Looking Statements

This press release contains “forward-looking statements” as defined in the Private Securities Litigation Reform Act of 1995 regarding, among other things: future operating and financial performance, product development, market position and business strategy. The reader is cautioned not to rely on these forward-looking statements. These statements are based on current expectations of future events. If underlying assumptions prove inaccurate or known or unknown risks or uncertainties materialize, actual results could vary materially from the expectations and projections of Janssen Research & Development, LLC. Risks and uncertainties include, but are not limited to: economic factors, such as interest rate and currency exchange rate fluctuations; competition, including technological advances, new products and patents attained by competitors; challenges inherent in new product research and development, including uncertainty of clinical success and obtaining regulatory approvals; uncertainty of commercial success for new and existing products; challenges to patents; the impact of patent expirations; the ability of the Company to successfully execute strategic plans; the impact of business combinations and divestitures; manufacturing difficulties or delays, internally or within the supply chain; product efficacy or safety concerns resulting in product recalls or regulatory action; significant adverse litigation or government action, including related to product liability claims; changes to applicable laws and regulations, including tax laws and global healthcare reforms; trends toward healthcare cost containment; changes in behavior and spending patterns of purchasers of healthcare products and services; financial instability of international economies and legal systems and sovereign risk; increased scrutiny of the healthcare industry by government agencies; the Company’s ability to satisfy the necessary conditions to consume the separation of the Company’s Consumer Health business on a timely basis or at all; the Company’s ability to successfully separate the Company’s Consumer Health business and realize the anticipated benefits from the separation; the New Consumer Health Company’s ability to succeed as a standalone publicly traded company; and risks related to the impact of the COVID-19 global pandemic, such as the scope and duration of the outbreak, government actions and restrictive measures implemented in response, material delays and cancellations of medical procedures, supply chain disruptions and other impacts on the business , or on the Company’s ability to execute business continuity plans as a result of the COVID-19 pandemic. A further list and descriptions of these risks, uncertainties and other factors can be found in Johnson & Johnson’s Annual Report on Form 10-K for the fiscal year ended January 2, 2022, including in the sections captioned “Cautionary Note Regarding Forward-Looking Statements ” and “Item 1A. Risk Factors,” and in Johnson & Johnson’s subsequent Quarterly Reports on Form 10-Q and other filings with the Securities and Exchange Commission. Copies of these filings are available online at www.sec.gov, www.jnj.com or on request from Johnson & Johnson. Any forward-looking statement made in this release speaks only as of the date of this release. Johnson & Johnson does not undertake to update any forward-looking statement as a result of new information or future events or developments.

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