UrFU Road Map Highlights

Ural Federal University – Axis Of Change

UrFU rectorVictor Koksharov

The Mission of Ural Federal Universityis to ensure re-industrialization and to enhance competitiveness, to build human, scientific and technical capacity, to upgrade traditional sectors of Russian economy and to develop post-industrial ones in a balanced manner, in particular within the Urals

Our Dream

Science

Education

Internal Changes

Budget & Results

2

Our Dream is to establish a World-Class University in the heart of Eurasia

Ural Federal University

Our Dream

Today:• Top 500-550 in QS World University Ranking• Top 10 in Interfax Russian national ranking • The 4th among Russian universities by the

number of the articles published in internationally recognized scientific journals

Source: Times Higher Education World University Rankings 2012-13

Cooperation is a key instrument and a crucial source of UFU fast development

3

The white points represent institutions of the top 200 of THE ranking

The purple points represent institutions of the top 200-400 of THE ranking

Cooperation in the Domain of ScienceInterdisciplinary areas & full cycle of competencies

Excellence centres in priority areas:1. Information Technologies and Human

Being in the Information Society2. Power Engineering, Resource Saving,

and Environmental Management3. Flexible Technologies and New Materials4. Living Systems and Health

Partner networks in Research : • More than 60 international universities

and research institutes from more than 20 countries

• International corporations• Major Russian corporations

Science

Research output, per faculty member

305375

485545

590695

760

895

120165

240275 300 335 360 400

0.5 0.71.2

1.82.6

3.3 3.4 3.4

0.6 0.91.5

2.4

3.75.3

7.8

10.5

0

200

400

600

800

1 000

0

2

4

6

8

10

12

2013 2014 2015 2016 2017 2018 2019 2020

Scope of scientific & manufacturing products, thousand RURIncome from research and development activities for the real sector, thousand RURAverage citation indicator in WoS and Scopus data bases (in 5 years), citationsArticles in WoS and Scopus (in 3 years), number of articles

4

18 new competences on science charts of the UrB of RAS and the UrFU

Potential of joint works: • for the UrB of RAS is 202

publications and 100 authors;• for the UrFU, 232 publications

and 118 authors

Joint networks of 486 International partners:• UrB RAS – 298 partners• UrFU – 204 partners

‘Quick win’ cooperation strategy

Science

600930 1460

22402820

2850 2830 2800

200270

340

410

480 550 620 700

700 800 950 10501300

1450 1475 1500

Contribution of joint publications by scientists of UrFU and UrB of RAS to the UrFU publication numbers, by SCOPUS data

500

1 000

1 500

2 000

2 500

3 000

3 500

4 000

02013 2014 2015 2016 2017 2018 2019 2020

UrFU UrFU & UrB RAS UrB RAS

5

Excellence centres in priority areas

Basis for further development

Major publication activity source

Science

Major attractor of corporate funding

Long-term investment

Power Engineering, Resource Saving, and Environmental Management

Flexible Technologies and New Materials

Living Systems and Health

Information Technologies and Human Being in the Information Society

6

Science

7

Scientific publications

2014 2016 2017 2018 201920152013 2020

Sources of publication activity growth, articles

3 500

3 000

2 500

2 000

0

1 500

1 000

500

4 0001 stage 3 stage2 stage

Excellence Centres

Laboratories

Scientists on a long-term internships

Russian and foreign post doctorate employees

Joint scientific research centres with foreign universities

UrFU Journals listed in WoS & Scopus Indexes

Education

Cooperation in the Domain of EducationProject-based approach as a Key Advantage of UrFU Education

Flexible Technologies and New Materials

40%

Living Systems and Health

60%5

15

25

40

0

5

10

15

20

25

30

35

40

45

Students invoved in breakthrough areas

30%

High focused areas

Information Technologies and Man in the Information Society

Power Engineering, Resource Saving, and Environmental Management

Strategic partners: Siemens, DMG, Schneider Electric, IPG-group, Intel, Microsoft, Delcam, Schlumberger, IBM, Oracle, SAP AG, ANSYS, DuPont, RENISHAW, Enel, TMK, Ural Metal and Metallurgical Company, OMZ, VSMPO-Avisma etc.

1 stage 2013-2015 2 stage 2016-2017 3 stage 2018-2020

Priority Geographic Markets

Ural Region and former USSR

countries

Former USSR countries and developing countries of South-East Asia and

Middle East

Global education

services market

Share of higher education programmes implemented jointly with employers, %

2013 2015 2017 20208

CIS countriesKazakhstan, Tajikistan, Armenia, Kirgizstan

Economics, Social and political sciences, Metallurgy, Information technologies and telecommunications, Construction, Power engineering and nuclear technologies

Baccalaureate RUS (70%), Master’s courses RUS (20%), PhD (aspirantura) courses in the RUS (10%)

Priority Countries Priority Fields Predominant Training Formats

1 st

age

2013

-201

5

Developing countriesChina, India, Iran, Vietnam, Malaysia, Indonesia, Pakistan, Mongolia

Power engineering and nuclear technologies, Nanotechnologies and new materials, Information technologies and telecommunications, Natural sciences (living systems), Humane sciences, Social and political sciences

Baccalaureate and preparation faculty RUS (40%), Master’s courses ENG (40%), PhD (aspirantura) courses ENG (20%)2

stag

e 20

16-2

017

Developed countriesEU countries, Germany, France, UK, USA

Humane sciences, Social and political sciences, Natural sciences, Interdisciplinary modules delivered jointly with international corporations

Academic exchange, Networked education programmes with partner universities, Russian As A Foreign Language courses, Summer schools, Open learning 3

stag

e 20

18-2

020

Total 4 770 international students

Education

Educational expansion

0.72 4

710

1214 15

3 46

8 1012

1416

4 6 8 10 1520

3040

Share of foreign SEW numbers, including Russian citizens with PhDs received in international universitiesShare of international students (taking into account students from the CIS countries) Share of Master’s and PhD (candidate) programmes delivered in a foreign language

2013 2014 2015 2016 2017 2018 2019 20200

5

10

15

20

01020304050

Internationalisation indicators, %

9

Open University

Available on• Open University site• E-platforms: Coursera.org, edX.org

• E-course by programme module

• Open free e-course

• E-course developed in partnership with the employer

• E-course of partner universities

Education

Open education learning environment

Involvement of at least 25 000 open course attendees in 2020

10

30002500 2400 2500

400

450 500700

24 150290

465

• Pro-active recruitment policy

Internal Changes

Human resources managementPrincipal reform of the University’s human resource policy

0

500

1000

1500

2000

2500

3000

3500

4000

2013 2015 2017 2020

Personnel

Teaching staff Research staffNumber of international professors, teachers, and researchers

• Staff characteristics

Up to

75%

share faculty members fluent in English

Up to

70%

share faculty members younger than 50

Up to

35%

share faculty members younger than 40

13

Internal Changes

Programme management system

12

Programme TeamUniversity employees, project teams

Expert groupsStudent councils, Graduate Association,

Volunteer managerial body, etc.

Strategic Initiative Lead [1] Strategic Initiative Lead [N]• Approval of the changes

within the scope of strategic initiatives Project Lead [2]Project Lead [1] Project Lead [N]

• Approval of the changeswithin the scope of individual projects

• Strategic decisions, evaluation and verification of the changes according to the Road Map

Level of decisions to be made UrFU

International BoardThe Board of Trustees

Management bodies

Analytical groupExpert Councils by Discipline (4)

Project Office

Programme lead

Operations Director

Programme Directorate/ Coordination Council

International Advising Committee• Approval of the decisions

within the scopes of values defined in the Road Map

The student community as a driver of change

Key instruments of transformation

Internal Changes

Involvement of trustees

Excellence centres

New quality of academic staff

Integrity of the reforms

Management focused on personal efficiency and achievements

Restricting bureaucratization

11

Budget & Results

Total

8 374

11 252

2016 – 2020

5 670

7 410

2015

938

1 731

2014

891

1 519

Aalto(Finland)

Sungkyunkwan (South Korea)

Yonsei(South Korea)

TsingHua (China)City University of Hong Kong

2013

876

592

Competitiveness programme

Subsidy funding

Funding from other sources

mln RUR

14

TOP 100

TOP 200

TOP 300

TOP 400

TOP 500

2012 2014 2016 2017 2018 201920152013 2020

UrFU

Source: QS world university ranking

Appendix

Largest federal university in Russia, an intellectual core of dynamically developing business, cultural and industrial centre of Eurasia, offering vast opportunities for professional and social personal development

Unique combination of educational, scientific, innovative and social technologies, products and projects aimed at human capital formation and sustainable development of Urals region, Russian Federation and Global community

DynamicSuccessfulVersatileNetworkingOpenIndependent

Implementation, adaptation and promotion of the GAPTUM* as a new model for universities in Russia*GAPT University Model (GAPTUM):G — Global,A — Advanced,P — Practice-oriented,T — Transparent

Brand code

16

Internal Changes

EvolutionAcademic freedomTeam spiritFundamental approachResponsibility for next generationsPractice-oriented approach

PlacementOne of the leading educational and scientific centers (poles) of global technical and social development

Vision

Mission

Values

The axis of change

Product

Style

1. Information Technologies and Man in the Information Society Indicator 2013

(present) Phase I 2013-2015

Phase II 2015-2017

Phase III 2018-2020

Key excellence centres 5 7 7 8

Laboratories and science groups 5 20 23 26

Articles in Web of Science and Scopus / with international participation per year 150/25 240/62 350/104 400/120

Total scope of SRW per year, mln RUR 150 175 215 290

Scope of SRW completed on business orders per year, mln RUR 110 120 130 160

Working post-docs and international researchers per year, persons 3 11 17 22

Strategic Partners:Academic: University of Oxford; University of California, Berkeley; University of Vienna, University of Tasmania, Hobart; University of Paris Diderot — Paris 7; University of Paris 1 — Pantheon-Sorbonne; Karlsruhe University, Fachhochschule Brandenburg; University of Stuttgart; European Southern Observatory, Santiago

Business: Microsoft, Intel, IM, Cisco, National Instruments, Google, Yandex, Siemens

• 2014 ACM ICPC World Finals• CE ‘Intelligent systems,

technical vision, programming’• CE ‘Quantum and video information

technologies: from com-puter vision to intellectual videoanalytics’

Proceeds form R&D projects conducted in the interests of industrial companies

Science

1 stage 2013-2015

2 stage 2016-2017

3 stage 2018-2020

20130

200

400

600

17

Strategic Partners:Academic: University of Hamburg; Atmosphere and Ocean Research Institute, the University of Tokyo; Institute of Environmental Physics at the University of Bremen; Grenoble Institute of Technology; University of Versailles; Alfred Wegener Institute for Polar and Marine Research; The Deutsches Elektronen-Synchrotron DESY; Dresden-Rossendorf Research Centre, the Institute of Ion Beam Physics and Materials Research; Korea Atomic Energy Research Institute KAERI; Institute Pierre Simon Laplace Business: Ural Mining and Metallurgical Company, TMK, Evraz Holding, Mechel, NLMK, Russian Copper Company, VSMPO-Avisma

• The project ‘Physics of Climate and Environment’

• Cyclotron Nuclear Medicine Centre

• Corporate Technical University and Base Department (in collaboration with UMMC)

Science

2. Power Engineering, Resource Saving, and Environmental Management Indicator 2013

(present) Phase I 2013-2015

Phase II 2015-2017

Phase III 2018-2020

Key excellence centres 3 4 5 6

Laboratories and science groups 5 12 22 32

Articles in Web of Science and Scopus / with international participation per year 160/12 240/45 260/75 290/120

Total scope of SRW per year, mln RUR 110 250 500 950

Scope of SRW completed on business orders per year, mln RUR 70 130 300 480

Working post-docs and international researchers per year, persons 2 11 17 25

Proceeds form R&D projects conducted in the interests of industrial companies

1 stage 2013-2015

2 stage 2016-2017

3 stage 2018-2020

20130

200

400

600

18

Strategic Partners:Academic: University of Manchester; Radboud University; Vienna University of Technology; Seoul National University; Ecole Central Paris; University of Oxford; University of Twente; Tokyo University; Higher Technical Schools (Switzerland); Oak Ridge National Laboratory; Shanghai Institute of Ceramics, Chinese Academy of Sciences; German Aerospace Centre; National Institute for Material Science (Japan)Business: Boeing (USA), SMS Meer Group (Germany), Linseis (Germany), Chiyoda Technol Corporation (Japan), and Hitachi Europe Ltd. (Cambridge, GB)

• Nanodimensional Ferrielectric Materials Laboratory (lead by leading international scientist – Andrei Kholkin, Professor, University of Aveiro)

Science

3. Flexible Technologies and New Materials

Indicator 2013(Present)

Phase I 2013-2015

Phase II 2015-2017

Phase III 2018-2020

Key excellence centres 8 11 13 15

Laboratories and science groups 7 17 25 30

Articles in Web of Science and Scopus / with international participation per year 350/50 490/105 900/290 1500/600

Total scope of SRW per year, mln RUR 280 340 540 1 100

Scope of SRW completed on business orders per year, mln RUR 120 160 200 300

Working post-docs and international researchers per year, persons 5 14 32 55

Number of articles in Scopus and WoS

1 stage 2013-2015

2 stage 2016-2017

3 stage 2018-2020

20130

800

1 200

1 600

400

19

Strategic Partners:Academic: University of Oxford; Imperial College London, University of Manchester; Ghent University; Okayama University; University of Tasmania; University of Hyderabad; Catholic University of Leuven; Nankai University; Rutgers University; Medicinal University of Vienna; Clinical University of Ulm

Business: Intel, IBM, NVIDIA, BIOTRONIK SE & Co.KG (Germany), Medsintez Plant LLC, Medical Military Centre

• Science and Technology and Innovation Pharmaceutical Technology Centre

• Chemical Pharmacy Centre

Science

4. Living Systems and Health

Indicator 2013(Present)

Phase I 2013-2015

Phase II 2015-2017

Phase III 2018-2020

Key excellence centres 3 4 6 8

Laboratories and science groups 3 8 17 25

Articles in Web of Science and Scopus / with international participation per year 180/30 320/66 570/170 810/300

Total scope of SRW per year, mln RUR 30 70 125 250

Scope of SRW completed on business orders per year, mln RUR 10 50 80 120

Working post-docs and international researchers per year, persons 2 10 16 27

Number of articles in Scopus and WoS published with foreign co-authors

1 stage 2013-2015

2 stage 2016-2017

3 stage 2018-2020

20130

200

400

600

20