Objectives and Outcomes

1. A culture allowing for mistakes, taking chances and trust

We are establishing a 'pioneering spirit' at our university, creating space for innovative thinking. This means: a well-developed, efficient and interconnected infrastructure that enables innovative development processes, transparent exchange of ideas, effective data sharing and ways of working and researching together.

2. Internal quality control and quality management

We want to continuously improve our processes using professional methods and systems. This will make us more efficient and visible both nationally (TU9), in Europe and internationally.

3. Professionalisation of Governance

We synchronise our planning across all TU Braunschweig entities. We achieve this through our participatory approach and the continuous development of the indicator-based governance system.

4. Employer and educational institution

We want to make our university even more attractive - for students, as well as academic, technical and administrative staff.

Particularly important to us in this:

• Taking into account the wishes of our students.
• Providing transparent career paths for all.
• An appealing employer profile that attracts professionals.
• Encourage and promote individual responsibility.

5. Highly qualified researchers

Our university management is actively engaged - particularly in attracting highly qualified researchers from home and abroad. This is in line with our high standards of equality and diversity.

6. Strategic partners

We work with strategic partners in an open and trusting way, combining our complementary strengths. At the same time, we invite our partners to help shape our activities within a structured framework.

7. Boosting cutting-edge research

We will consolidate and promote top-level research, including research clusters, through the potential of the humanities and social sciences, the intensification of interdisciplinary projects, the structural expansion of cooperations and the systematic development of our research infrastructure.

8. Synergies with strong institutional partners

We invest in strategic partnerships - regionally, nationally and internationally. The exchange and networking with our partners, combined with our own qualities, strengthens the position of our university and makes it attractive to national and international researchers.

9. Attracting, developing and retaining talent

We are putting in place structures that focus on both young talent and the expansion of strategic activities for European Research Council (ERC) funding.

10. Global and international presence and visibility

We increase the visibility of our performance dimensions of research, teaching and studying, transfer, and governance and administration through, among other things, new research locations, outstanding international third-party funding, and talent acquisition.

11. Sustainability as a guiding principle

We are guided by the 17 Sustainable Development Goals of the United Nations. Our research priorities are already making an important contribution to seven of the goals:

• Good health and wellbeing
• Quality education
• Clean water and sanitation
• Affordable and clean energy
• Industry, innovation and infrastructure
• Sustainable cities and communities
• Responsible consumption and production

12. Solving global challenges

We want to contribute to solving global challenges and will do so in all dimensions of our performance as follows

• Cross-faculty focal points as the organising principle of our cutting-edge research and transfer activities.
• Space for creative research questions in the context of individual projects.
• Attractiveness for students and teachers through consistent embedding of sustainability in curriculums and the involvement of students in strategic development processes.
• Living, consistent inter- and transdisciplinarity in cooperation with our partners.

13. Problem solvers for the issues of the future

It is part of our self-image to contribute to solving problems through our research and to train our students and academics as changemakers for the challenges of the future.

We put this self-image into practice:

• English-language programmes, digital (hybrid) teaching-learning opportunities and international teaching collaborations.
• Anticipating and researching issues of future relevance.
• Integrating these issues into our programmes.
• Programmes that enable future-oriented thinking and action in terms of social, environmental and economic sustainability.

14. Counteracting budget cuts, etc.

Despite budget cuts or lack of increases and a backlog of renovations in our infrastructure, we will continue to

• Actively demand the priority of education and research as the basis for future societal functioning and transformation.
• Strengthen, implement and use open spaces (autonomy of the University).