Meeting summaries

Here are meeting summaries from the The Vice-Chancellor’s Council for Internationalisation (RIR).

RIR August 27 2025

Summary

The Council discussed updates on the strategic partnership process, including the expansion of the SUSUF alliance and new funding opportunities. Progress was reviewed on responsible internationalisation, with efforts to centralize collaboration data and align with government guidelines. Departments reported on finalizing strategic partner lists. The group evaluated the current action plan and outlined priorities for 2026–27, such as increasing international student numbers, improving marketing, and enhancing staff and student mobility, with input to be gathered via a university-wide survey.

Key topics

• Council Membership and Roles: Maria P is retiring as International Coordinator for HLT, with Katja and Päivi taking over; new and existing members introduced, and council structure clarified for transparency and departmental representation.
• Transparency and Communication: Council meeting summaries will be made publicly available on the LTU website to improve transparency, but challenges remain in effectively disseminating information within departments, especially for international coordinators. Accessible on the Council webpage.
• Strategic Alliances and Funding (SASUF+ and MIRAI): SASUF (now SASUF+) has expanded to 16 countries and secured significant Stint funding for the next phase, with LTU leading Work Package 1; funding is primarily for mobility and seed projects, not staff time. MIRAI: new calls open – to be disseminated by each departmental internationalisation responsible
• Responsible Internationalisation and Internal Database Project: LTU will be required to formalise guidelines for responsible internationalisation per government directive and is piloting an internal database to consolidate research and educational collaborations for better oversight and compliance.
• Strategic Partnerships: Departments are finalising lists of 3-5 strategic partner universities to focus and deepen collaborations, with an emphasis on bottom-up input from academia.
• Action Plan 2026-2027 Development: A new action plan is being drafted with input solicited via a survey to all staff, aiming for democratic prioritisation of initiatives such as increasing number of international students, provide more guidance regarding funding opportunities, and strengthening international marketing.

RIR September 25 2025

Summary

The meeting addressed the university’s ranking strategy, emphasising clearer role divisions and improved communication regarding new rankings. Progress on developing a centralised partner database was discussed, aiming to automate data collection for research collaborations. Strategic partnership priorities were reviewed, with a focus on expanding beyond Nordic universities and including “widening countries” for Horizon Europe funding opportunities. The group also analysed results from the internationalisation survey, highlighting the importance of welcoming culture, increased student mobility, and interdepartmental collaboration. The internationalisation action plan will proceed to the Vice-Chancellor for approval.

Key topics:

• University Rankings and Communication: A clear strategy and division of responsibilities for university rankings has been established, with an emphasis on better communication across departments to ensure timely and broad dissemination of ranking achievements, which is crucial for reputation and attracting international students and scholars.
• Political Issues Affecting International Collaboration: Political tensions, particularly regarding Chinese and Iranian scholars and security concerns in both China and the US, are impacting international collaborations and student mobility, requiring case-by-case assessments and increased caution for staff and students travelling or partnering internationally.
• Partner Database Project: A major project is underway to create a centralised, automated partner database to improve access to information on external collaborations and research projects, addressing current inefficiencies and supporting both strategic planning and proposal writing; this is considered a high priority for the university's internationalisation efforts.
• Strategic Partnerships: The university is prioritising strategic partnerships with NTNU (Norway) and Oulu (Finland), but there is a push to diversify by including partners from 'widening countries' in the EU and non-European regions (e.g., Canada, South Africa, Asia) to maximise funding opportunities and global impact, with a need for better internal communication and proactive engagement from research groups.
• Internationalisation Survey Results: Survey responses indicate strong support for all internationalisation topics, with particular emphasis on increasing incoming exchange and program students, EU funding, and deepening strategic partnerships, while welcoming culture for staff and onboarding remain critical improvement areas.
• Funding Challenges for EU Projects: There is concern about the financial viability of participating in EU projects due to insufficient overhead coverage, but the added value of collaboration and global reach is recognised; ongoing discussions aim to address these funding gaps at both the institutional and governmental levels.
• Onboarding and Welcoming Culture: Improving onboarding and fostering a welcoming culture for international staff and students is seen as essential, with suggestions for prioritising better facilities and more inclusive practices at both the group and departmental levels to enhance retention and satisfaction.
• Action Plan and Next Steps: The internationalisation action plan, having received broad support, will be advanced to the Vice Chancellor for decision, with implementation targeted for early November and ongoing efforts to improve strategic communication and collaboration across the University.

RIR 24 October 2025

The Council reviewed statistics showing increased enrolment in English-taught programmes and exchange students for autumn 2024 and 2025, attributing growth to clearer application processes, targeted digital marketing, and external geopolitical factors. Challenges include student housing shortages and the need for balanced exchange agreements. The Council endorsed developing an AI-enhanced centralised partner database for improved collaboration management. Updates on the SASUF+ project highlighted expanded Sweden-South Africa research cooperation, with Luleå University of Technology leading a work package focused on academia-industry collaboration.

Key topics:

• International Programme Student Statistics: There has been a preliminary increase in the number of students enrolled in English-language programmes (defined as 'international students'), with most programmes showing growth or stability for autumn 2025 compared to autumn 2024, except for a minor decrease in the Data Science Magister programme (online); however, some drop-off is expected next year, especially in distance programmes (as some students who will start now will not make any progress in their programme), and the figures are comparable year-to-year after accounting for ongoing and completed statuses.
• Drivers of International Student Growth: Some possible explanations for the increase in international (programme) student numbers is attributed to clearer application processes, improved website information, and external factors such as reduced attractiveness of other countries (e.g., stricter visa policies in Australia and Canada, and geopolitical situation in the US), as well as enhanced digital marketing and global geopolitical shifts making Sweden more appealing.
• Exchange Student Numbers and Strategy: Exchange student numbers have risen significantly from 160 in 2024 to 237 in 2025, due to a proactive decision to double partner quotas by the International Office; the target is to double exchange students in five years (reference year 2024), but this growth has also created challenges around housing and support services.
• Exchange Partnerships and Balance: While most exchange agreements are bilateral, the university is flexible about receiving more students than it sends, especially when it benefits the institution, but recognises the need to encourage more outbound mobility for its own students.
• Student Housing Challenges: The rapid increase in international student numbers has exacerbated existing housing shortages, leading to complaints and operational challenges, and there is a need for stronger advocacy with local authorities and housing agencies to prioritise student accommodation and address regulatory compliance.
• Partner Database Development: A centralised, AI-supported partner database is recommended (Alternative 2), as it will provide long-term efficiency, higher data quality, and strategic value for tracking and managing collaborations, despite higher initial resource investment compared to manual solutions; there is also potential for inter-university collaboration on this project.
• South Africa–Sweden Research Collaboration (SASUF): The new SASUF+ project (2025–2028) involves 37 universities and aims to strengthen research and education collaboration between Sweden and South Africa, focusing on themes like sustainable health, green transition, migration, democracy, and Indigenous knowledge, with LTU leading a work package on academia-industry-society cooperation and opportunities for seed funding and student mobility.

RIR 16 December 2025

Council discussed advanced strategic partnerships beyond NTNU and Oulu, aligning choices with Horizon Europe (association, co-funding, widening). Candidate partners were presented as possible examples; a Mirai activity with Hitachi Energy in Tokyo was explored. Departments will propose partners by April 2026. International recruitment covered definitions, growth targets, on-campus vs online balance, hybrid teaching quality, and Swedish-language provision, noting resource needs. HR announced onboarding updates, meet-and-greet events, HRS4R renewal, and Scholars at Risk coordination.

Key topics:

• Horizon Europe strategy for partnerships: The Council agreed to look beyond Nordic partners and build consortia strategically around Horizon Europe rules: use associated countries (including Pillar 2-only partners like Canada, New Zealand, South Korea), involve widening countries to improve proposal rankings, and leverage exceptions for third countries with unique data/infrastructure. This approach directly increases funding eligibility, tie-breaker advantages, and overall competitiveness for LTU researchers who rely heavily on external funding.
• Priority partner candidates and industry leverage: outlined concrete prospects in Canada, Japan, Australia, and the UK, plus an industry route via Hitachi Energy and Mirai with a planned Tokyo industry round in December. Departments will identify a small set of exclusive, VC-level partner targets (while progressing NTNU and Oulu) to concentrate effort where willingness and impact are highest.
• Programme growth targets and delivery model quality: Departments set growth ambitions (e.g., SBN roughly doubling several programmes; SRT targeting ~35 on-site students for Spacecraft Design, Cybersecurity, and AI/Data Science) but flagged that hybrid delivery often degrades on-site experience and demand. The Council stressed on on-site vs remote models (or investing in better hybrid pedagogy) and improving English-medium teaching to protect quality and attract/retain students.
• Language integration and PhD support: To improve employability and integration, the Council encouraged making Swedish 1–2 electives across English-taught master’s programs (funded by LTU) and expanding such options where missing (e.g., gaming and geo bachelors). Swedish courses for employees run daytime in hybrid (not recorded); PhD Swedish can be credited via ISP agreements with supervisors, and SFI remains a free evening alternative.
• International recruitment resourcing: With about one FTE and a reduced budget, current recruitment capacity cannot deliver the desired programme growth without clear university prioritisation and added funding/staffing. Leadership will decide budget focus between international and national recruitment; otherwise ambitions must be scaled to existing resources to avoid quality trade-offs.
• HR onboarding, community, and research assessment: HR is revamping Talmundo onboarding under the “Become Us” employer brand and funding inclusive meet-and-greet events (spring and autumn) to support community and retention. HRS4R renewal is delayed at EU level, but LTU will prepare working groups across researcher levels and align with CoARA; departments should route migration queries via HR admins, and Maria Wall will coordinate dissemination for Scholars at Risk cases.
• Next steps and timeline: Departments continue partner selection discussions and report candidates by April 2026, maintain momentum with NTNU and Oulu, and prepare for an industry round in Tokyo in December. Student Recruitment budget discussions will be prioritised; the next Council meeting is on February 3, 2026 (no March meeting due to travel).

RIR 3 February 2026

The Council launched the 2026–27 Action Plan, prioritising growth in incoming international and exchange students through a three-month design phase led by Student Recruitment, with budget talks by mid-May and execution from September. The Council will also work on securing Erasmus mobility outside the EU. Additionally, work includes clarifying URA sabbatical processes with HR, advancing strategic partnerships/strategic alignment, creating a partner database, enabling RIR’s autumn 2026 Brussels office evaluation, and later training on EU education and mobility funding.

Key topics:

• Action Plan 2026–27 kickoff: The Council launched execution of 11 internationalisation priorities with clear owners and timelines.
• Grow incoming exchange and international programme students: Exchange inflow already rose sharply with current budget; a three‑month design phase (mid‑Feb–mid‑May) will have Student Recruitment lead programme‑level targeting and select activity packages, quantify required resources by mid‑June, and seek budget to execute from autumn 2026—balancing volume with quality.
• Mobility outside the EU (Erasmus): LTU will prioritise 3–5 countries to unlock the underused 20% Erasmus budget (international dimension) and align with strategy; shortlist includes UK (rejoining Erasmus from 2027), Japan, South Korea, and Canada, with Switzerland already covered, plus pursuit of low‑admin external funds like the Scandinavia‑Japan Sasakawa Foundation.
• URA agreements and sabbaticals: The issue isn’t legal but requires a well-communicated process: unclear HR roles cause delays and workarounds; the Council will push HR to publish a single, step‑by‑step URA process. Exploring of incentives (e.g., housing allowance) so longer mobilities become normal, not exceptional is also on the agenda.
• EU education/mobility funding capability: Training on EU education/mobility calls will be co‑run by the Grants Office and International Office in late 2026/early 2027.
• Strategic partnerships and partner management: LTU will deepen organic researcher‑to‑researcher ties and consider a researcher‑level visit with some partners; departments will report April findings on broader targets (e.g., UK, Japan/Korea/Canada/ Australia).
• Increase outgoing programme student mobility: Process design will start late 2026 with major execution in 2027, in close collaboration with student unions.
• Welcoming culture and onboarding: HR will run a Meet & Greet in March and a larger event later in 2026; the Council will work to secure sustained funding, together with HR, into 2027 to strengthen employee and doctoral onboarding.
• International rankings and responsible internationalisation: The 2025 rankings communication process will be reviewed at the one‑year mark in 2026 to refine what works, and a ‘responsible internationalisation’ paragraph will be added to LTU’s delegation order to formalise the funnel process.
• Brussels office evaluation and engagement: RFR (Rektors forskningsråd) will lead the Brussels office evaluation in autumn 2026; despite some internal skepticism, the Council sees strategic value, and Evelina will present activities.
• ESN travel vs. academics and student union membership: Students are reminded academics take precedence and trips should be refundable; the Council will ask ESN to avoid re‑exam weeks and teachers can enforce attendance, while the student unions are improving one‑semester memberships.
• Swedish language provision for staff/PhDs: High demand meets limited teaching capacity; courses remain Tue/Thu 10–12 with Zoom options, after‑hours teaching isn’t feasible now, so groups may organise privately funded classes while upcoming credit‑bearing PhD Swedish courses help justify attendance during work hours.