1. Cross-border student mobility for high quality education Professor Andy Walker Vice-Principal, Heriot-Watt University, Edinburgh

2. Heriot-Watt University - a Scottish university with a global reach Scotland Orkney Campus Scottish Borders Campus + Dubai Campus

3. Heriot-Watt University’s four campus Scottish Borders Campus, Galashiels Dubai Campus 1,400 students Orkney Campus, Stromness Main Edinburgh Campus 1.5km square parkland site

4. The University’s network of Learning Partners: 62 universities and colleges, in 30 different countries - 8,000 students

5. Plus independent learners 6,000 students studying for Heriot-Watt University degrees in their own countries by distance learning, using on-line and printed materials Overall: 14,000 students studying for our degrees off- campus – with partners and independently – in 166 different countries (as of July 2009) And: 60,000 pupils studying the Heriot-Watt SCHOLAR programmes in 400 high schools across Scotland ―SCHOLAR is a set of on-line, interactive, learning materials developed by the University to support pre-university study

6. Academic profile – Schools and Institutes 1.School of Engineering and Physical Sciences 2.School of Mathematical and Computer Science 3.School of the Built Environment 4.School of Life Sciences 5.School of Textiles and Design 6.School of Management and Languages 7.Edinburgh Business School 8.Institute of Petroleum Engineering

7.  Major contribution to the supply of science and engineering graduates in Scotland: Heriot-Watt is Scotland’s top producer of graduates in: Physical Sciences Mathematics Engineering & Technology - 13% of total Built Environment  Unique Masters courses, eg: Actuarial Mathematics Photonics Logistics Retail Excellence (George Davies Centre) Brewing and Distilling Teaching

8. The University’s new strategy: “Focus on the Future”  Place Heriot-Watt University at the forefront of research and research-led education – in the UK and internationally A key aspect of our plans concerns the development of our international strategy – in particular to grow further our existing global presence

9. On-campus students in Scotland 2008/09 Scotland (52%) Other overseas (16%) Other EU (17%) Other UK (15%) TOTAL: 7,200 (2008/09) 33% of students on-campus in Scotland are from outside the UK

10. The Heriot-Watt University Dubai Campus  Established in 2005 at the invitation of the Dubai government  Modern campus buildings forming part of the Dubai International Academic City development  Currently ~ 1,400 students and growing rapidly  Courses include: Business, Construction Management, Engineering, IT, Fashion & Design – both Bachelors & Masters  Construction of a new campus to start later this year – to include lecture theatres, seminar rooms, study spaces, library, laboratories, offices and residences – capacity of up to 5,000

11. Distance and distributed learning TOTAL: 14,130 (08/09) Other, mainly: Petroleum Engineering Brewing & Distilling Engineering (11%) MBA - Approved Learning Partners and Independent learning (60%) Built Environment (17%) Management Education (UG) (13%)

12. Student Statistics – global (08/09) 22,800 registered students in total, comprising:  7,300 students on campus in Scotland – 2,400 non-UK  1,400 students on the Dubai campus  14,100 on international (transnational) programmes, - independent learners - students studying at Approved Learning Partners

13. China University of Petroleum (CUP) Qingdao, Shandong MSc in Petroleum Engineering Course started 2005, run at the Qingdao campus Students study full time, in English Many are employees of Chinese oil companies Graduates receive a Heriot-Watt University Masters Degree Chinese Partners

14. Heriot-Watt Management Programme (BA) Course started 2007 (“2 + 2” arrangement) with 26 students studying in Shanghai 6 recently progressed to study in Edinburgh Students study full time, in English Graduates are awarded a Heriot-Watt University Degree International Education College

15. International Strategy What is the value of international university activity? The UK body The Council for Industry and Higher Education published a Report (Nov.2007): “Global Horizons for UK Universities” The Report emphasised the importance of developing the international perspective of higher education to: students/staff –widening their education & learning about other cultures, by travelling themselves and by mixing with overseas colleagues; employers –who recognise value of overseas experience when recruiting; the economy –not just from the perspective of education as a business but also in developing effective international networks. The following highlights a selection of the Report’s recommendations:

16. International Strategy Recommendation - 1  “Universities should adopt an international mindset to ensure internationalisation is integral to all their activities” ―needs support of senior managers and governing bodies ―incentives to staff to develop international opportunities ―a responsible international development manager/office Heriot-Watt actions: ―key part of University Strategy ―Director of International Development ―academic and administration systems that can handle all students equally, regardless of their background, or where or how they are studying

17. International Strategy Recommendation - 6  “All institutions should work to break down the barriers to student mobility” ―This refers not just to recruitment of students from overseas but also to ensuring Scottish and UK students get opportunities to study abroad Heriot-Watt actions: ―Extensive student exchange programmes ― biggest barrier for our own students going abroad is language ―Recognition that many overseas student are interested in a western education without necessarily studying in Scotland ― creation of Dubai Campus ― study opportunities in local universities and colleges (learning partners) ― independent distance learning programmes

18. International Strategy Recommendation - 8  “Strategic partnerships are key to collaborations on teaching, research, enterprise and community affairs” ―Effective partnerships are needed in all areas; these should extend beyond teaching and research, to also include enterprise and social development Heriot-Watt actions: ―Extensive network of educational partners, being grown further ―Large numbers of research partnerships ― links between individual academics and research groups ― strategic partnerships at the institutional level ― Joint PhD programmes ―Need to recognise new opportunities in the areas of commercialisation of research, knowledge transfer and entrepreneurship

19. Research & Knowledge Transfer  World class research  A long and successful track record in knowledge transfer ― established the first, on-campus, research park in Europe, 1971 ― now provides over 2,000 graduate jobs in technical companies

20. Innovative research Results of 2008 Research Assessment Top two categories are 4-star - World Leading 3-star - Internationally Excellent 50% of our research was assessed as in these top categories 87% of our research was rated as of international quality

21. International Research  Over 400 international research collaborations and links with institutions world wide For example:  Science Bridges – USA(Stanford)–Scotland – Photonics Innovation Collaboration  Science Bridges UK–China Project – R&D on 4 th Generation Wireless Mobile Communications

22. International Research  Science Bridges UK–China Project: R&D on 4 th Generation Wireless Mobile Communications Major research consortium – 13 Chinese members (7 universities and 6 companies) 29 UK members (10 universities, 18 companies & Mobile VCE) Project Leader: Prof Wang Cheng-Xiang, Heriot-Watt University

23. International Strategy Recommendation - 10  Institutions should consider how to support widening access in the international context – i.e. not just recruiting students from richer backgrounds ―This is an important issue within the UK. We encourage more students from poorer backgrounds, or from families with no tradition of higher education, to proceed to university study ―How do we extend this into the international area, so as to encourage students who might benefit greatly from international experience but who are more restricted in their ambitions? Heriot-Watt actions: ―By offering a wide range of different modes of study we are providing flexibility for overseas students which should maximise the opportunities available

24. Conclusions  Internationalisation is an increasingly important strategic element for all universities operating in the 21 st Century  Strong international connections and collaborations benefit not only the universities and students participating but also the wider community, including industry and commerce  Student mobility is a key component of any international strategy – and we should continue to work to remove barriers that impede such mobility  A strong international profile is a key priority for Heriot-Watt University and has become an important element in our core strategy. We particularly value our growing links with China.