Our strategic goals define our focus for the coming years, aiming to create positive impact through our core activities within the selected impact domains. The action-oriented priorities provide concrete expression to these goals. They are inextricably linked, reinforcing and supporting each other. Together with the impact domains, they serve as a compass for our faculties and departments to further shape the strategy.
Leading academic education and research
By 2030, we aim to further solidify our position as a leading university recognised for high-quality academic education and research. We offer research- and impact-driven education that fosters critical and analytical thinking amongst our students. By collaborating with national and international partners, we provide students with opportunities to apply their scientific perspective in real societal contexts. Our research is curiosity- or demand-driven, groundbreaking and independent. Our scholars work closely with each other and external partners, leveraging insights from various disciplines to create new knowledge and innovative solutions. With this vision for education and research, we are building on our role as an "Engaged University". To achieve this, we will focus on the following priorities over the next five years:
Our research-driven education and academic research are strongly focussed on creating positive societal impact. We achieve this by actively involving our students in current issues through our academic programs. They collaborate with societal partners, critically reflect on their own assumptions and contribute to shared insights and sustainable solutions for these issues. Sustainability will be permanently integrated into all programs, for instance, by introducing a compulsory basic module in our curriculum. In the coming years digital technologies and AI will be incorporated to enhance future-oriented education. Our lecturers receive support through appropriate tools, training and guidance.
In our research we highly value on independence and encourage curiosity alongside our focus on creating impact. With our versatile academic expertise, and collaboration with experts form other knowledge institutions and technical disciplines, we work on sustainable solutions to societal problems. We actively promote mutual knowledge exchange, both within and outside the EUR, nationally and internationally.
What we want to achieve
By 2030, EUR will be recognised for the scientific excellence and reliability of our research and education (bachelor’s and master’s). We will be an engaged knowledge partner that helps to understand and address broad societal issues. Our research will bring together curiosity-driven, problem-driven, and impact-driven research, while encouraging interdisciplinary and transdisciplinary collaboration with societal partners. This will be firmly embedded in our education: students will develop the competences to apply their academic expertise, together with others, to societal challenges.
What we will do
Further developing impact-driven education
We will embed research- and impact-driven education across all our programmes. We will design our programmes so that they systematically include elements of impact-driven education, with learning activities that are multidisciplinary or developed in close collaboration with our societal stakeholders.
Development for teaching staff
We will strengthen and expand development opportunities for teaching staff in the areas of engagement, sustainability, AI, and internationalisation. This will give them access to relevant training programmes and supporting materials or expertise. In this way, teaching staff will be better equipped to guide students in interdisciplinary and transdisciplinary education and to integrate these themes purposefully into their teaching practice.
Development for students
We will strengthen and broaden development opportunities for bachelor’s and master’s students, with a focus on engagement, sustainability, AI and internationalisation. We will develop a shared vision for the personal and professional development of students. For bachelor’s students, we will establish a continuous learning pathway in impact-driven education. Sustainability will also have a permanent place in all bachelor’s and master’s programmes. In addition, we will integrate competences in AI and international and intercultural collaboration into our programmes.
Building on curiosity-driven research as a foundation for impact
We will create a safe and inspiring research environment in which curiosity-driven research is recognised, valued and supported. This research combines disciplinary knowledge with academic freedom and therefore provides an essential foundation for impact in both academia and society. The principles of Open and Responsible Science will be an integral part of how we conduct and assess research and develop talent. By linking robust disciplinary knowledge with problem-driven and impact-driven initiatives, we foster a resilient and diverse research portfolio that is internationally recognised for its knowledge base, academic quality and development of future research talent.
Further developing impact-driven research
We will build a recognisable and coherent profile for impact-driven research. In doing so, we will be recognised for the valuable contribution of our disciplines to complex societal challenges. Curiositydriven research, impact-driven research and research conducted in close collaboration with society will reinforce one another. We will increasingly develop these forms of research together with partners outside the university, while critically reflecting on our own approach. We will also embed sustainability in our research, with university-wide guidelines for ethical and responsible research, as well as targeted incentives and support for research that crosses disciplinary boundaries. Finally, we will foster entrepreneurship arising from academic research and use research insights to explore new forms of funding, enabling us to sustainably broaden our income base.
We are dedicated to enhancing our accessible, innovative and inspiring educational offerings so that every student, regardless of their background, can develop academically, personally and professionally. We are committed to reach individuals who may not naturally find their way to university. We also create learning environments where diverse insights come together. Our education offers the flexibility for students to grow in their own unique ways. We foster connections by bringing people together in learning networks and encouraging collaboration, experimentation and reflection, both physical spaces and online. By investing in learning environments and accessible infrastructures, we aim to reduce barriers and strengthen the connection between university and society.
What we want to achieve
By 2030, we will have an agile, accessible and distinctive portfolio of bachelor’s and master’s programmes, supported by a clear and sustainable approach to managing and developing our educational portfolio. This will ensure that our portfolio remains future-proof and that we can respond in a timely manner to political, societal, and demographic developments. We will also create and make the most of opportunities for collaboration across disciplines, engagement, and the improvement and renewal of our education.
What we will do
Strategic portfolio development
We will engage in a structured, university-wide dialogue on the direction of our educational portfolio, both within and across faculties, supported by clear governance and decision-making. In this way, we will build a strong, internationally oriented and strategic educational portfolio that creates opportunities for new educational initiatives, knowledge sharing, and mobility.
Further development of the Strategic Portfolio Fund (SPF)
We will develop the Strategic Portfolio Fund in such a way that it provides scope for innovation, scaling up and prioritisation, with positive incentives for faculties to jointly review their educational portfolios in line with our strategy and, where necessary, reposition them.
We are expanding our Lifelong Learning (LLL) offerings to meet the increasing demand for continuous learning, change, adaptation and personal development. Through our accessible and application-oriented education, we equip individuals and organisations for the challenges of tomorrow and beyond. We customise our offerings to meet the needs of practitioners and develop flexible learning pathways. One approach is collaborating within learning networks that includes businesses, policymakers and other communities. In the coming years digital applications will be integrated, and we will establish a digital platform to deliver our offerings in a cohesive manner.
What we want to achieve
By 2030, Lifelong Learning (LLL) will be firmly and sustainably embedded across our organisation, with a broad and accessible offering that responds to future needs and societal developments. Our LLL offering will support professionals and organisations in their development and in addressing societal challenges. It will also contribute to building long-term relationships with EUR and strengthen our alumni engagement.
What we will do
A broad and accessible LLL offering that contributes to income diversification
We will develop a broad, coherent and accessible LLL offering, with a wide choice of modules and programmes, a focus on sustainability and active participation from our teaching staff. A broad range of professionals and organisations will make regular use of our offering. This will demonstrably contribute to the growth and diversification of EUR’s income.
Leading LLL offering with societal impact
We will develop an LLL offering that is highly valued by professionals, organisations and societal partners for its quality, current relevance and demonstrable contribution to societal transitions.
Collaboration in networks and with society
By 2030, we aim to be the engaged and active knowledge partner of choice within society. Our goal is to strengthen our engagement with society by fostering reciprocal and equal relationships. Together, we identify societal issues and explore how we as EUR can contribute to addressing them. To achieve this, we will focus on the following priorities over the next five years:
Through open innovation networks, we connect people and societal issues, bringing together the needs of public, private and civil society partners with our expertise. This approach creates bridges between our core education and research and the broader society. We are committed to sustainable collaborations to fulfil our mission within the impact domains, utilising resources such as our alumni networks and Lifelong Learning programs.
What we want to achieve
By 2030, we will make a demonstrable contribution to addressing broad societal issues within our impact domains. Local, regional and national and international partners will recognise us as a natural knowledge partner. Our academic expertise will be valued and will make a demonstrable contribution to addressing these challenges.
What we will do
Embedding engaged education in our OINs
We will give engagement with societal challenges a permanent place in our existing and new educational activities. Within the OINs, students and professionals will work with partners through impact-oriented forms of education. We will position ourselves as a distinctive and valued partner, build sustainable partnerships that lead to new educational initiatives or projects, and ensure long-term involvement among professionals through, among other things, post-initial and Lifelong Learning (LLL) education.
Embedding engaged research in our OINs
Alongside theoretical and curiosity-driven research, engagement will become an integral part of some of our research. Within our impact domains, we will shape and implement research in co-creation with public, private, and societal partners, with a focus on open innovation and solution-oriented, transdisciplinary collaboration. This will generate new insights and practical perspectives for action on complex societal challenges. In addition, this approach will strengthen policy-driven external funding and thereby contribute to diversifying our income sources.
Facilitating infrastructure for engagement
We will design our governance, processes and support structures in such a way it will enable structural partnerships without adding work. Engaged teaching and research will be seen as equal activities and are an integral part of academic staff’s portfolio. Our (platform) infrastructure will facilitates the innovation ecosystem in which partners cooperate and learn from one another. This will foster interaction between education, research, and entrepreneurship. As a result, priorities in education and research are internally aligned and embedded, allowing EUR to present itself externally with one clear and consistent voice.
To enhance our national and international resilience and competitive strength, we are reinforcing our strategic alliances with similar and complementary knowledge organisations within the region and across Europe. This includes initiatives like Convergence with TU Delft and Erasmus MC, LDE (Leiden University, TU Delft and Erasmus) and UNIC (European University of Post-Industrial Cities: a cooperative arrangement of European universities). We are dedicated to pursuing shared goals and combining our expertise to develop innovative solutions.
What we want to achieve
By 2030, EUR will have a coherent and well-structured portfolio of alliances, with a clear balance between international excellence and regional impact. We will be recognised nationally and internationally as an engaged university and as a reliable, trusted partner in strategic networks. Our alliances will have developed into sustainable partnerships with clear roles, reciprocity and demonstrable added value for education, research and valorisation. This will strengthen our international profile, our position within the entrepreneurship ecosystem, and the impact we achieve together with our partners. A shared narrative with a clear focus will provide the basis for targeted choices, strengthening our competitive position and resilience as a university.
What we will do
Strengthening existing strategic alliances
We will map our existing national and international alliances and their contribution to addressing societal challenges in a clear and structured way. Together with faculties, professional services and partners from the public, private, and entrepreneurial sectors, we will further develop our Open Innovation Networks (OINs) into sustainable partnerships with clear roles and responsibilities.
Exploring new strategic alliances
We will explore alliances, partnerships and networks that we are not yet part of, but which are relevant to strengthening our profile as an engaged university and our OINs. Based on this, we will develop a concrete approach to establishing participation, collaboration, and long-term embedding within these OINs, with clear roles and responsibilities and strong links to education and research.
Enhancing revenue diversity is crucial for EUR to be better prepared for all challenges ahead. It will help us remain flexible and uphold our role as a reliable partner in society. Diversifying our income sources applies to both education (such as Lifelong Learning programs and private education) and research (including European or national funding and public-private partnerships).
Through our focus on the five impact domains, we are also developing a portfolio of relevant collaborations, which offers opportunities for additional and diverse income streams. By fostering entrepreneurship within our university, we can creatively and innovatively generate alternative income that aligns with our broad societal role.
What we want to achieve
By 2030, we will draw on a broad range of funding sources for our core activities: education, research and engagement. This will enable us to maintain our academic capacity, innovation, and infrastructure while increasing our financial agility.
What we will do
Better utilisation of existing revenue sources
We will strengthen our income base by making optimal use of existing income sources. We will also enhance our internal expertise in diversification and valorisation, enabling us to provide effective support for academic entrepreneurship.
Expanding diversification activities
We will explore new income sources and place greater emphasis on forms of collaboration and funding involving public, private, and societal partners. We will do this, among other things, through our Open Innovation Networks (OINs), our corporate entities and strategic national and international alliances. In addition, we will strengthen staff skills in Diverse Talent & Teamwork and Recognition & Rewards, enabling them to engage more effectively in public–private partnerships, for example through the OINs.
One connected EUR
By 2030, we aim to be an agile and engaged organisation, where our EUR community feels valued and inspired. In a world where change is constant, it is essential for us to be agile, resilient and connected. To accomplish this, over the next five years, we will focus on:
We strive to create and sustain an inspiring and motivating work and learning environment where everyone feels recognised, valued and engaged. Our focus is on collaboration, inclusiveness and personal growth. We promote a culture of learning, where experimentation, feedback and adaptability drives continuous improvement. We prioritise a healthy work-lie balance and value open communication, diversity, recognition and development opportunities. Just as we aim to collaborate with society, we are committed to foster cooperation within EUR. This is why we are also dedicated to building an engaged internal culture.
What we want to achieve
By 2030, all our processes, policies and instruments will have been reviewed and aligned with a human-centred organisation and culture. Staff will experience wellbeing at work and have the opportunity, alongside their regular responsibilities, to voluntarily contribute to the organisation and the wider community. Open dialogue will be the norm: we will actively take staff input into account through participatory processes. Feedback, learning, and experimentation will be an integral part of the way we work.
What we will do
Building a human-centred and connected culture
We will review and realign the six cultural dimensions: stories, symbols, rituals and routines, power and organisational structures, and monitoring. We will develop these dimensions in an integrated way so that they consistently contribute to engagement, social safety, trust, and collaboration, both internally and externally. This will help staff and students experience a human-centred and connected culture. University-wide and local instruments, processes and policies will explicitly support this culture, underpinned by a governance culture characterised by trust, transparency and accountability.
Our leadership - grounded in our Erasmian leadership profile - is crucial to our decisiveness, employee well-being, talent development and organisational success. Continuous development of our leadership skills and strengthening cooperation are vital to achieving the strategic goals and our mission. We value and promote inclusive and dynamic teams where diverse talents and skills complement each other to enhance collaboration. By fostering effective leadership and teamwork, we break down barriers and strengthen knowledge sharing within our organisation, as one connected EUR.
What we want to achieve
By 2030, diverse teams will work together on faculty and university-wide goals, both within their own teams and across faculty and professional boundaries. Staff will feel recognised and valued and have opportunities for development, transparent career pathways and support from their leaders. Leaders and staff will actively and continuously develop their leadership capabilities, including personal leadership, through a structured learning pathway. This will create an inclusive, safe, and development-oriented working environment where feedback is the norm; leaders take responsibility and hold one another accountable, and talent can flourish sustainably.
What we will do
Strengthening, valuing and leverage diverse talent and teamwork
We will strengthen and harness diverse talent by linking strategic workforce planning to our strategic goals and applying this across all parts of the organisation. Engagement, team-based working and shared ownership will have a permanent place in career pathways, promotion criteria and recognising and rewarding. We will encourage staff, in ways appropriate to their roles and working environments, to work in diverse teams with complementary expertise and clear agreements on shared outcomes. We will support staff in developing and applying competencies for co-creation, transdisciplinary collaboration and public–private partnerships. We will facilitate and monitor participation in our Open Innovation Networks (OINs), and this will be taken into account in assessment and recognition.
Professional, consistent and future-oriented leadership that contributes to performance, development and social safety
Our leadership programme will become a permanent part of our approach for all leaders, including its integration into career pathways, career criteria, development cycles and allocated development time. Learning pathways and leadership events will be aligned with our strategic goals and the Erasmus leadership profile. Leadership communities will be active at different levels across the organisation, for both academic and professional services staff, promoting knowledge sharing and collaboration. Personal leadership and social safety will be clearly embedded in the learning pathways. In this way, staff and teams will continuously strengthen their agility, resilience, and leadership capabilities.
We need to become more agile to respond swiftly and effectively to dynamic (geo)political and financial realities. This requires a clear organisational structure built on mutual trust, measures for improvement to optimise our operational management, and transparent decision-making. We strive to be a resilient organisation that fully leverages both public and private activities within EUR. By collaborating with partners and alumni and embracing innovative forms of entrepreneurship, we are building a future-proof organisation.
What we want to achieve
By 2030, we will work effectively, efficiently, and collaboratively towards our strategic goals. Decision making, the allocation of resources and processes will be transparent, participatory, and focused on collaboration. Professional Services will work together to provide support in line with our vision for professional services and support. Staff will be connected across EUR through clear communication and strong networks. They will also be resilient and agile in responding to internal and external changes. A coherent monitoring and evaluation system will support continuous learning, enabling EUR to remain a reflective and agile learning organisation.
What we will do
Optimising and harmonising professional services and support
We will harmonise our professional services and support across EUR and optimise processes in terms of quality, efficiency and cost. We will develop university-wide standards for administration and organisation and embed these structurally. We will also strengthen the coherence between systems and ways of working and facilitate agile collaboration, both within the university and across national borders. In this way, we will demonstrably improve quality, efficiency, and support services, in line with our vision for professional services and support.
Strengthening enabling structures and decision making to foster internal connectedness
We will review and realign our governance and collaboration structures to further strengthen transparency, participation, and a shared strategic focus. We will further develop supporting systems and processes, such as monitoring and evaluation, into management tools that actively promote learning and collaboration. We will also simplify and clarify our decision-making and resource allocation processes to support participation and shared responsibility.
Developing network support and shared information services
We will build a university-wide network structure in which staff can easily connect with one another, share information and collaborate across faculties and Professional Services, supported by clear communication. This will ensure that every level of governance has access to relevant and up-to-date management information about our education and research portfolio. We will also establish shared (AI) research facilities with clear data governance.
Strengthening the organisations capacity to learn
We will strengthen our capacity to learn by giving open dialogue, feedback, experimentation and recurring dialogue sessions a permanent place in decision-making and management processes. This will promote continuous learning and an inclusive organisational culture. We will strategically facilitate experimentation through an ‘AI sandbox’, with standardised processes for privacy, security, ethics and procurement, enabling innovation to be both agile and responsible.
A sustainable campus that strengthens innovation and engagement
We will further develop the campus into a sustainable, inclusive and future-proof learning and working environment that strengthens innovation and societal engagement. We will embed sustainability in mobility, energy, food, waste, and biodiversity, with a phased transition towards a climate-neutral and circular campus. Living labs will serve as permanent collaborative environments in which education, research, professional services and city partners work together on sustainability challenges on campus. We will also further develop campus spaces as accessible, flexible places that encourage connection, co-creation and engagement, enabling the campus to drive and strengthen connection and impact in the city and region.