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To update our institutional strategy, a working group commissioned by the Executive Board and the deans collected input from staff, students, alumni, and other internal and external stakeholders between October 2024 and March 2025. The working group did this in coordination with a focus group. Colleagues and students in each faculty and department were able to provide input. This input was mostly collected through existing consultations and forums, including the faculty councils, and by using a questionnaire and sometimes additional activities.

In addition, discussions were held with cross-component groups such as students, international staff, early career academics, university professors and external stakeholders. Analysis of the input gathered shows relatively high consensus on who we are, what we stand for, what our direction should be and remain, and what internal and external developments are important in the coming period. This reinforces our decision to continue the current strategy and strengthen it.

The input gathered was cyclically processed into a number of draft versions that were discussed with and by the working group, the focus group, the university council, directors, deans and the Supervisory Board. The final draft version was successively adopted by the Executive Board, received approval from the ľ¹Ï¸£ÀûÓ°ÊÓ Council and was approved by the Supervisory Board.

Implementation

We applied greater focus by means of more targeted choices and refining our priorities. The result is relatively few (14) strategic ambitions. We want to do what is important to perpetuate our strong position. And what we do, we want to do well.

Work plans will be drawn up both at the university level and at the level of faculties and departments, setting out how and at what pace the strategy, and in particular its ambitions, will be implemented. Faculties and departments can, where necessary and possible and in coordination with the Executive Board, apply their own emphases and determine their own pace.

The strategic ambitions will provide direction for the next five years. Where possible, they will be developed into result-oriented project or programme plans with solid outcomes that are also measurable, where possible.

Monitoring

Using portfolio management, we will monitor the implementation and achievement of ambitions in projects and programmes in the coming years. Three times a year, progress will be reviewed and discussed by the Board, deans and directors using the portfolio monitor.

Twice a year, the Executive Board will discuss progress and achievements with the ľ¹Ï¸£ÀûÓ°ÊÓ Council and the Supervisory Board on the basis of the management agenda and report (part of the budget and annual report, respectively).

Faculty boards will discuss their progress and achievements with the Faculty Council and the Executive Board twice a year on the basis of their work plans.