1. © Middlesex University Developing closer partnerships with business and industry at Middlesex University | 1

2. © Middlesex University Outline Context Middlesex University I.Our academic schools II.Research centres III.International activity and opportunities Strategic Plan I.Focus on employability II.Corporate engagement – case study Conclusion | 2

3. © Middlesex University Context | 3 Increasing international competition - staff, students, funding Changing shape of the HE sector Changing patterns of demand and delivery Higher student expectations Changing employer expectations Increasing importance of graduate employment prospects Universities will form niche partnerships based on shared visions and they will be highly integrated. Growth in international student mobility will not keep pace with the growth in HE demand

4. About Middlesex 40,000 students worldwide 25,000 in London Hendon campus; 30mins into Central London Diverse student community (students from over 140 countries representing 25% of student body) 1,700 staff Over 300 courses Over 130 years of teaching excellence | 4 To produce a growing global community of staff, students and partners who make vital contributions to the economic, cultural and social wellbeing of the societies in which they live and work.

5. Our academic schools Six academic Schools, closely aligned to business, industry and the professions: Art and Design Business Health and Education Law Media and Performing Arts Science and Technology | 5 International Foundation Year Undergraduate degrees Postgraduate degrees Research / PhD degrees Year long study abroad Summer School Pre-sessional English

6. © Middlesex University Research Centres, Institutes and Groups Art and Design Research Institute (ADRI) Crime and Conflict Research Centre (CCRC) Centre for Decision Analysis and Risk Management (DARM) Drug and Alcohol Research Centre (DARC) Centre for Enterprise and Economic Development Research (CEEDR) European Human Rights Advocacy Centre (EHRAC) Flood Hazard Research Centre (FHRC) Interaction Design Centre Centre for Investigative & Diagnostic Oncology Lansdown Centre for Electronic Arts London Sport Institute Institute of Nursing, Midwifery and Social Work Centre for Psychoanalysis redLoop (design and innovation centre) Centre for Research into the Older Workforce (CROW) Social Policy and Research Centre (SPRC) Research Centre for Transcultural Studies in Health Urban Pollution Research Centre (UPRC) Work-Based Learning Research Centre | 6

7. International Collaboration Experts in Transnational Education - programmes being taught in more than 100 institutions across the globe Validated Dual award Joint Franchised Articulation agreements Progression agreements | 7

8. Middlesex - a global university London Dubai Mauritius Malta | 8 Over 20 regional offices 80,000 + alumni 180 partnerships

9. Focus on Employability Course content developed with career outcomes in mind Partnership with government and private providers Accreditation from relevant professional bodies Placements and work experience Industry links including live projects New Employability Centre | 9 Experience is not what happens to you it’s what you do with what happens to you (Aldous Huxley)

10. | 10 Corporate Engagement Courses delivered through Institute for Work Based Learning Give credit for learning at work and existing professional practice Develop collaborative programmes Adds value to employees and business Are relevant to employer and employee 9 out of 10 learners continue to use their learning in the workplace Work with Asda, Halifax, Toshiba, BT, Santander, and others Queen’s Anniversary Prize for Higher and Further Education

11. Case Study: Asda Industry:Retail Founded:1948 HQ:Leeds, UK Number of locations:568 Operating revenue:£638 million Employees:175,000 Parent:Walmart

12. Asda Case Study: The Business Challenge Asda restructured the management of its distribution function to drive operational efficiencies and improve productivity The change represented a significant cultural shift and an opportunity to look at management training and talent retention

13. Asda Case Study: The Solution Asda wanted to challenge their top talent, with a view to help them work towards the general manager role A degree programme would add value and rigour to management training, as well as offer something back as an incentive to high-performing staff

14. Asda Case Study: The Programme MU and Asda developed: – BA(Hons) in Distribution –BA (Hons) Retail Operations Delivered in the work place, about the workplace Aiming to widen thinking, improve problem-solving and drive continual improvement in a lean environment

15. Asda Case Study: The legacy First graduates will be in 2015 By sharing workshops the staff are creating networks and promoting understanding of activities not previously possible Over 50% students have already been promoted Hayley Tatum, Executive People Director at Asda, said: “The current economic climate - coupled with the spiralling costs of higher education - means that many of our colleagues have missed out on university degrees. By providing the opportunity to study for a degree, we hope that we can open more doors for our colleagues, developing their skills for the future. Through the programme, we hope to create a pool of home grown talent, the future leaders of Asda.”

16. | 1616 Corporate Professional Practice Partners

17. | 17 Conclusion Programmes relevant for employment Work closely with employers to develop programmes relevant for employment Provide tailored learning package to meet strategic needs of business Have the structures in place to support development Create genuine impact and ROI Encourage entrepreneurship & driving innovation from within Produce a global community of students who will make a vital contribution to the economic, social and cultural wellbeing of the societies in which they live and work

18. THANK YOU Professor Judith Lamie Deputy Vice-Chancellor International Middlesex University www.mdx.ac.uk

19. © Middlesex University| 19

20. Our Plan Mission: To produce a growing global community of staff, students and partners who make vital contributions to the economic, cultural and social wellbeing of the societies in which they live and work. Strategic Priorities: Enhancing student achievement and satisfaction Strengthening leadership and staff performance Objectives include: Attract students with the ability and determination to excel Provide modern and innovative student support services Enhance graduate employment prospects Welcome to Middlesex 2014| 20