We live in an increasingly globalised world which presents a number of opportunities along
with an ever-increasing number of challenges. It is therefore vital for any University operating
in the 21st century to have a strategic approach to the internationalisation of its activities.
This strategy seeks to develop a proactive and shared approach to internationalisation that
complements and enhances our core activities of education and research. Internationalisation
is not an end in itself; our aim is to embed it in everything we do.
1.1. Deepening our partnerships and networks *WU will sign MOUs with the following accredited or ranked institutions:
We will focus our activity on deepening our existing key education and research partnerships,
ensuring they are mutually beneficial, reciprocal and well-communicated. We will develop
networks, both geographical and themed based, with our key partners and their alliances. We
will look to develop new institutional partnerships with universities, corporate organisations,
non-academic and non-profit making activities and international funding bodies, only where
they align with strategic and/or academic priorities at that point of time.
We will explore the opportunities to develop a select number of joint programs and to
develop COIL activities aligned to our research and education priorities. COIL opportunities
take many different forms from digital mobility and joint delivery of individual programs.
We will focus on establishing collaborative international teaching ventures alongside our
international partners, using existing physical spaces and developing blended digital
collaboration. We will also place an emphasis on multilateral COIL opportunities where more
than one partner is involved.
This could be in the form of E-exchange programs, webinars, symposiums, conferences,
faculty exchange and joint certifications.
1.3. Promoting our activities
We will actively promote and communicate our international activity. We will facilitate and
support both internal and external events and conferences that showcase our international
activities and attract academic visitors to campus, thereby raising our profile and reputation.
1.4. Strengthening our alumni engagement
We will continue to engage proactively with our alumni networks across the globe, enabling
them to contribute and support, our international priorities and to act as University
ambassadors across the world. We will also aim to ensure that alumni and development
activity benefits our current students.
1.5. Reviewing our institutional processes
We will review our international partnership and collaboration processes to ensure they are
fit-for-purpose. We will establish criteria for our strategic and key partnerships, outlining the
mutual benefits and intended outcomes.
2.1. Focusing international activities around our research strengths
Working with the Centre for Interdisciplinary Research (CIR), we will prioritise international
collaborations which focus on our strongest research areas. This will include bilateral
partnerships between individual research centres as well as promoting multilateral research
networks in particular areas of excellence. We will increase our research outputs with
international collaborators and seek to maximise success rates with Indian and international
funding schemes.
2.2. Capacity sharing
We will seek opportunities for capacity sharing across our international networks and
partnerships including support for short-term or medium-term academic secondment and
international residencies.
2.3. Addressing global challenges
We will build on our existing approach of engaging in research with a strong social purpose
which has real world impact. Wherever possible, international activities will support and
encourage responsible international engagement and ensure sustainable collaborations.
3.1. Growing our portfolio of mobility opportunities for staff and students
We will build on our existing strengths in international placements, Erasmus+ and study abroad
by increasing and diversifying the numbers of students at all levels who undertake a period of
work, study or volunteering overseas. This will include the development of more short-term
opportunities focused on developing employability. We will increase opportunities for staff
mobility, across all job families, to support professional development and strengthen our
international partnerships. We will also aim to develop non-geographic mobility through digital
collaboration with our international partners.
3.2. Promoting Transnational Doctoral Education
We will facilitate increased doctoral student mobility and develop a selected number of joint
Ph.D. programs with key partners. We will look to source increased funding opportunities
by actively engaging with new and existing international scholarship schemes to attract the
highest calibre doctoral students from across the world.
3.3. Promoting Internationalisation at home
Working closely with our students, we will actively promote Internationalisation at home to
sustain a global outlook in all staff and students and ensure that the university is a welcoming
intercultural environment. We will continue to prioritise attracting an internationally diverse
staff and student population and, through encouraging an international perspective in staff, we
will increasingly internationalise the curriculum. We will develop a program of events to
celebrate our internationally diverse campus and provide opportunities for increased
intercultural awareness and understanding. We will promote staff mobility and explore the
development of international summer schools, providing opportunities for intercultural
exchange and raising the visibility of our taught programs and research activity.
3.4. Developing our international campus
We will improve the communication and coordination of all international engagement
activities across the university to ensure a more coherent approach. We will share mutually
beneficial intelligence on international partnership and recruitment activities.
3.5. Attracting high-profile, distinguished visitors and delegations
We will provide support for high-profile visitors and inbound and outbound delegations. We
will develop the Global Chairs program, utilising the opportunities to develop our research
strengths and our international profile and networks.
4.1. Developing key European, American and Asian partnerships
We will identify new partnerships and strengthen our existing partnerships with key
universities, organisations and networks by building on our well-established mobility,
research, corporate and industry links.
4.2. How we measure the success of internationalisation
Building successful international partnerships and activities is challenging and not all activity
is easily quantifiable. However, whilst measuring the success of internationalisation is far from
straightforward, we do need to develop reliable ways of assessing progress in order to maximise
our investment and resources.
Some of these measurable elements are:
Sept to Oct
March to April
International Symposium/ Panel Discussions/ Roundtable -
Once in a Quarter (With
Accreditation/Ranking bodies or Partner Universities)
Global Impact Summit -
Annual
School of Arts & Design:
WU shall work on building partnerships of repute with universities
and corporates around the world for providing program specific opportunities
viz. Fashion
Design, Industrial Design, Communication Design, and Interior Design.
These shall be in the form of student & faculty mobility, progressive studies/ dual-degree,
research collaboration, joint projects, conferences, symposiums, among others.
School of Architecture & Planning:
WU shall work on building quality partnerships with universities and
corporates around the world for providing Architecture program specific opportunities.
These shall be in the form of student & faculty mobility, progressive studies/ dual-degree,
research collaboration, joint projects, conferences, symposiums, among others.
School of Technology:
WU shall partner with recognized universities and corporates around
the world for providing program specific opportunities in CSE, EEE, ECE, ME and
Mechatronics.
These shall be in the form of student & faculty mobility, progressive studies/ dual-degree,
research collaboration, joint projects, conferences, symposiums, among others.
In keeping with its vision to redefine the Indian higher education space and facilitate global standards, Woxsen University has collaborated with
Educational Testing Service (ETS) for
creation and dissemination of international opportunities for the academia and the industry. As the world's largest private non-profit educational testing and assessment organization, ETS products and services are reckoned by notable and influential leaders and scientists world-wide. Woxsen resonates with the core values of ETS, which are Social Responsibility, Equity and Opportunity, Quality and Integrity.
ETS is renowned for its robust and scientifically acknowledged platforms that measure knowledge, skills, promote learning, performance, and support research, education and professional development. As the Prime Partner, Woxsen with its strong industry connect will provide ETS access to one of the world's biggest corporate sectors. With this partnership, ETS further aims to develop a strong base in India by leveraging on the exponential growth of the university on multiple fronts, focusing on Global Dimension, Digitalisation, CSR & ERS, Industry-Academia Interface, and Experiential Learning.
The core functions of this collaboration: