Strategic Plan 2026-2030 ****************************************************************************************** * ****************************************************************************************** Charles University Strategic Plan for 2026-2030 [ URL "UKEN-2483-version1-cu_strategic_pla • Discussed by the Research Board of Charles University on 23 October 2025 • Approved by the Academic Senate of Charles University on 14 November 2025 • Approved by the Board of Trustees of Charles University on 18 November 2025 ****************************************************************************************** * BRIDGING CENTURIES, CREATING THE FUTURE SINCE 1348 ****************************************************************************************** Introduction In order for Charles University to fulfil one of the purposes for which it was founded, na and uplift individuals, institutions, and society, it must manage and develop its own pote as possible. As a research university, all of its activities must be based on a profound u the world, which grows out of a solid foundation of creative research and scientific knowl and research are key pillars of university life, as they shape the quality of teaching and an integral part of the public sphere, it must continue to contribute to the quality of li for example, in areas such as providing top-quality healthcare in university hospitals and facilities, caring for future generations, whether in the form of training and continued e primary and secondary school teachers or activities for children and young people, or supp groups in society through social services or volunteer activities. Charles University fulfils its mission, as defined in its Constitution, thanks in part to self-governance, which guarantees freedom of inquiry and expression and critical thinking. strategic plan, as envisaged by the Higher Education Act, is an opportunity for deeper ref everyday university life, as it expresses where Charles University should be heading in th based on the challenges we currently face, past events, and its experiences. The strategic plan of Charles University for 2026–2030 focuses on twelve key priorities in These vary in scope and in the demands required to achieve the set goals, but together the creating the future of Charles University. Their selection is based on an awareness of whe University currently stands and is supported by the will to transcend today’s boundaries s continue to actively shape the future of education, science, and research and contribute t of public life. Charles University is thus moving forward in the upcoming years as a confi socially responsible institution that is aware of its tradition and that is also firmly or the future. As the largest Czech university and as an established European university, it to be a centre of excellence in education and research and, thanks to this, a trusted part addressing the fundamental challenges of the 21st century. The extent to which we succeed in fulfilling what is set out in our strategic plan depends who have connected or will connect the academic or professional part of our lives with it, of the university as an institution that concentrates the knowledge and experience of gene application of a critical spirit centred on truth, and on values anchored in what can, sho be, and last but not least, on the world in which we live. Our values Our community and activities are based on respect for the values of academic freedom and i critical thinking, openness, and responsibility. We build on the principles of equal oppor inclusiveness, and sustainable development. We strive to create a stimulating and respectf for all members of the academic community and other employees. We support quality, excelle innovation in all areas of university life, from teaching and research to our irreplaceabl in addressing today’s key challenges. We see nurturing talent as a fundamental prerequisit the development of society as a whole, whether they are students, young researchers, or ex professionals. We support openness towards the world and between disciplines, strive for i and intersectoral collaboration, and actively contribute to innovation and solving today’s all of these areas, we emphasize effective and transparent governance, as well as the invo stakeholders in university life and the public in a common direction. Our mission Charles University’s mission is as follows: • To provide high-quality and widely accessible education, which consists of imparting kno developing critical thinking, creativity, and innovation, acquiring the ability to devel life, encouraging responsibility and civic engagement, and uplifting individuals and soc • To conduct high-quality fundamental and applied research that meets the current and futu society, with an emphasis on openness, interdisciplinarity, and a responsible approach t of today’s world; • To be a pillar of society, a driver of change, a source of expertise and understanding; trustworthy, transparent, and responsible institution that listens and actively engages sphere; to promote democratic values, to contribute to the fulfilment of sustainable dev principles, and to support the development of society at the local and global levels; to respectful, and inclusive institution for all people at Charles University and to create environment for education, research, work, collaboration, and personal growth; and to pr towards the world and the active international involvement of all units of the universit Our vision In 2030, Charles University aims to be: • A reputable European research university that combines cutting-edge education, science, • A magnet for talent from home and abroad, attractive to students, teaching staff, resear partners; • A place where new ideas are born, where the potential of people with the courage and apt the world is developed, and where education and research are connected to the everyday l • A centre of active collaboration across disciplines, sectors, and borders; • An institution that is firmly rooted in the values of freedom, humanism, and responsibil prepared to defend these values; • An academic self-governing community based on trust and cooperation, built on shared val and respect; • Inspiration and support not only for its students and employees, but also for society as • A credible and comprehensible voice in the public sphere; • A socially, economically, and environmentally sustainable institution with a clear visio example in governance, management, operations, and thinking. ****************************************************************************************** * OUR CHALLENGES FOR THE PERIOD 2026–2030 ****************************************************************************************** *========================================================================================= * EDUCATION, SCIENCE, RESEARCH, AND CREATIVITY *========================================================================================= GRADUATES EMPLOYABLE NOW AND IN THE FUTURE: COMPETENCE, INNOVATION, AND PERMEABILITY The employability and employment rates of Charles University graduates across all fields o professions have long been very high, as is their satisfaction with their studies. To ensu remains the case in the future, the university must continue to reflect and anticipate soc technological developments in its educational activities, in addition to providing the nec theoretical foundation, both in relation to those who are currently studying and those who will be members of its community. Recent examples with significant potential to transform not only the labour market but als placed on individual professions include the rise of artificial intelligence and associate automation, and robotization. At a time when AI is playing an increasingly important role of life, it is essential that students are able to critically evaluate information and use effectively. Hence, greater emphasis must be placed on developing critical thinking and th analyse and evaluate information in the context of AI, which includes not only theoretical also practical skills that will allow students to successfully navigate a rapidly changing environment. With this in mind, students’ ability to think creatively, critically, and in broader conte developed even more. This includes not only professional knowledge, but also the ability t impact of one’s own decisions on society and to act with respect for ethical principles. Feedback gathered by the university through its annual survey shows that graduates would w emphasis on linking their studies to practical experience, working with modern methods and and foreign language teaching so that they are better prepared to work in an international addition, the university should ensure the permeability of its education to the greatest e We will continue to develop lifelong learning not only with regard to the long-term employ graduates, but also as widely as possible so that we can actively support further personal development at any age through an open and accessible range of courses and programmes for and serve as a link between generations, a place that fosters the sharing of experiences a understanding. • Education for the needs of the future labour market (Responsible persons: Vice-Rector fo and Quality of Education, Vice-Rector for Education, Member of the Rector’s Board for th Teaching Competences of Academic Staff) – • We will strengthen cooperation with the world of work so that it permeates the entire trajectory, such as the preparation and evaluation of study programmes, internships an during studies (e.g. consistent promotion and cooperation with selected Czech and fore institutions, connecting teachers and professionals), and specialized educational offe as the employment of graduates. • We will strive to establish a clinical school as a space for developing the competenci teachers as part of their undergraduate training and pedagogical research at teacher t faculties. • We will create a modern educational environment that combines the best elements of tra teaching with innovative AI tools and supports personalized learning, immediate feedba and the practical application of theoretical knowledge, as well as an understanding of individual needs. Thanks to this, Charles University will be a place where students wi only theoretical knowledge but also practical skills that will enable them to successf in their professional and personal lives. We will support the integration of courses f general and field-specific work with AI into the curriculum and ensure the necessary c for the creative, erudite, and responsible use of artificial intelligence in education the integration of artificial intelligence into teaching methods, development of the n competencies of teachers, the involvement of experts in working with AI, and ensuring verified and secure tools. In synchronous teaching, we will focus on developing critic ability to analyse and evaluate information, and the relevant use of AI tools. As a re will be actively involved in the learning process through interactive lectures, discus exercises, and projects that use AI technologies. • Learning pathways available throughout one’s life (Responsible persons: Vice-Rector for Member of the Rector’s Board for the Development of Teaching Competences of Academic Sta • We offer broadly focused primarily bachelor’s degree programmes with the possibility o for previous formal and informal education (e.g. lifelong learning courses, profession studying in another degree programme) up to 60% of the credits required for graduation • In order to better appreciate the knowledge, experience, and skills that our students at other educational institutions in connection with their studies, we will focus on t recognition of credits earned at partner universities and the recognition of their ext activities (e.g. winter and summer schools, internships at institutions, companies, or virtual mobility) in the form of credits for completed study obligations. • With the aim of being a partner in education that people can turn to with confidence t their lives, we will prepare a comprehensive range of courses for continuing professio extracurricular lifelong learning, including the University of the Third Age, covering long-term sought-after courses and those that are currently in demand or may be useful the future. • We will also focus on micro-credentials (upskilling and reskilling) as a new type of p qualification that allows students and lifelong learners to expand their professional which should be recognized in the future both in the Czech Republic and among European goal is also to ensure permeability between study programmes and micro-credentials whe RELEVANT, FLEXIBLE, AND SUSTAINABLE STUDY PROGRAMMES Charles University currently offers approximately 800 study programmes across all three cy higher education, with high academic and ethical standards and a wide range of disciplines which are taught in foreign languages. The institutional accreditation it holds allows the independently create, approve, and manage its educational activities and formulate the req places on its study programmes and teaching, and a robust quality assessment system, based feedback, allows it to reflect the extent to which these requirements are integrated into interaction between more than 50,000 students and 4,000 members of the teaching staff. The sheer size of Charles University offers great potential, for example, for acquiring in experience in an environment where more than a fifth of the students come from one of appr countries around the world, or for interdisciplinary education, whether in the form of int study programmes or the horizontal and vertical permeability of studies. In addition, it b increased demands on the management and development of educational activities at both the faculty levels, as pointed out in the evaluation report from the international evaluation, University underwent again after five years prior to the preparation of its strategic plan in the external evaluation of the university by the National Accreditation Bureau. Some st include the issue of the overall coherence of the study programmes (e.g. possible synergie design and structure), the workload of teaching staff, and the degree of internationalizat study programmes. An ongoing task of Charles University is to ensure that its education is based on the late teaching methods and makes use of the available tools. The extent to which it succeeds in determined by its openness to the world and critical feedback from members of its academic graduates, and the public. • Revision, decentralization, and simplification of processes and activities relating to t implementation, evaluation, and re-accreditation of study programmes (Responsible person for the Conception and Quality of Education) • We will incorporate new components into the system of creating study programmes, such specifications of necessary steps and analyses prior to submitting an application for accreditation of a new study programme (e.g. relevant and reliable research relating t market needs, employability of graduates), discussions with stakeholders, including em economic assessment of implementing the study programme. As a condition for the Intern Board to discuss a proposal for a study programme, we will require that the intention the study programme, approved by the academic senates and research boards of the facul explicit statement on these aspects. • We will increase the responsibility of guarantors, faculty bodies, and relevant stakeh activities related to the creation, implementation, evaluation, and re-accreditation o programmes. Based on internal university discussions and using best practices, we will an institutional framework for ongoing reflection on the implementation of study progr (e.g. verification of the study load in ECTS credits, evaluation of the graduation suc international mobility, feedback from students, etc.) and ensuring their development. Evaluation Board will remain the central body of the university, managing and defining quality assurance processes with the possibility of its own extraordinary evaluation o programmes, and the body performing supervisory activities, including corrective measu • We will ensure systematic support and training for study programme guarantors (e.g. ed activities for new and existing guarantors in curriculum design, objectification of te including the topics of equality and inclusion) and, based on the systematic feedback example, during annual round tables focused on sharing good practices throughout the u will reinforce their role and voice in shaping educational activities at Charles Unive • Revision of the study load for students and teaching staff (Responsible person: Vice-Rec Conception and Quality of Education) • In order to ensure a balanced study load for both students and teachers, we will incor decision-making process for granting accreditation to implement a study programme, and into the regular five-year evaluation of the study programme, an assessment of the stu in ECTS credits according to the university-wide methodology. Taking into account good practice and the recognition of education abroad, study programmes should consist of a number of courses with a higher number of credits when this is not prevented by the re of the professional education regulator. Thus, as part of the upcoming cycle of study accreditation, we will focus as much as possible on consistent adherence to the credit courses in accordance with the European ECTS credit system. • Development of a system for collecting, evaluating, and implementing suggestions from st (Responsible person: Vice-Rector for the Conception and Quality of Education) • Our university will be a place where feedback is an active part of the educational pro the growth and development of all members of the academic community. Adequate feedback staff to students is a key educational tool that promotes active learning, the develop thinking, and the ability to self-reflect. With this principle in mind, we will create where the ability to give and receive feedback becomes common practice, which will sup cultivation of the academic community and development of the skills of both students a staff. Feedback will also include regular communication between teaching staff and stu guarantors, ensuring that the quality of teaching is constantly monitored and improved • To support innovation in the content and organization of educational activities, we wi use of feedback from our students, graduates, and employees. To increase the participa these target groups in surveys, we will carry out activities focused on educating them useful feedback and familiarizing respondents not only with the results of the surveys their impact. • We will include topics such as a safe environment and an inclusive approach by teachin process of obtaining feedback from students. • Internationalization of study programmes (Responsible persons: Vice-Rector for Internati Vice-Rector for the Conception and Quality of Education, Member of the Rector’s Board fo and Sustainable Development) – • Given that our long-term goal is to create a consistently internationalized study envi at Charles University where every student can acquire international experience, whethe their studies at the university or through mobility abroad, we will continue to suppor in foreign-language study programmes, including its development at faculties where it established, the creation of joint international study programmes such as joint or dou with outstanding foreign universities, support for PhD studies under dual supervision outgoing and incoming mobility, including sharing these opportunities across faculties development of this diverse mosaic of tools and its systematization will remain our ke the upcoming period. • In order to further develop internationalized education, strengthen students’ prepared an international environment, and support the timely completion of studies, we will, w incorporate periods of time suitable for physical or virtual mobility (mobility window accreditation of study programmes. • We will strengthen the principle of internationalization at home by gradually increasi number of international students in regular study programmes. We will prepare a specia applicants from abroad in the form of suitable scholarship formats. We will intensify communication with the aim of presenting the university as an attractive institution o for applicants from areas of strategic importance to Charles University. SUPPORTING ACADEMIC SUCCESS: SATISFIED AND CONFIDENT GRADUATES OF CHARLES UNIVERSITY Charles University is an open educational institution whose goals include providing access to all who desire it. In recent years, approximately 11,000 applicants from diverse backgr varying levels of academic preparedness have enrolled each year in the bachelor’s and long programmes offered by the university, which provide a gateway to higher education. Although the university cannot guarantee that all students commencing their studies will e a university degree, by accepting applicants into the academic community, it assumes part responsibility for their professional and personal future. The university must therefore c environment that not only promotes academic excellence but also facilitates the path to gr acquisition of qualifications through lifelong learning. This can be facilitated by a newl of lifelong learning, micro-credentials, specifically the targeted permeability of micro-c study programmes: if a student leaves their studies without successfully completing them, the opportunity to choose from these professional qualifications and leave the university that are recognized at a national and European level. Although Charles University has managed to achieve some of its goals relating to successfu the past five years (increasing the rate of timely completion of bachelor’s and PhD study it must continue to focus on this area and develop measures that will help some students c studies or certain comprehensive parts of their studies that can then be recognized. Examp flexible educational pathways and transfers between study programmes, the use of modern te better interaction with students, and the provision of services tailored to their individu will enable them to better navigate their career prospects or help them in the event of me difficulties. • Supporting academic success (Responsible persons: Vice-Rector for the Conception and Qua Education, Member of the Rector’s Board for Social Affairs and Sustainable Development, Rector’s Board for the Development of Teaching Competences of Academic Staff) • We will prepare and begin to implement the university’s strategy for supporting academ • When designing and evaluating study programmes, we will focus on ensuring that their s supports the successful progression through studies (appropriate study load in ECTS cr appropriately set expected learning outcomes) as well as horizontal permeability (the of transferring between study programmes or obtaining a micro-credential or other qual lifelong learning) and vertical permeability (the graduation rate). • We will support services that contribute to an inclusive learning environment, includi students with specific needs and psychological and social counselling services. • We will support measures that contribute to an open and safe environment, including de in the event of inappropriate treatment. • We will provide greater support than before for orientation meetings, compensatory edu courses, and elective courses, especially before starting one’s studies and during the • We will expand existing academic success support centres, which primarily focus on dev the pedagogical skills of academic staff, to include activities aimed at supporting st their learning. The goal of the Academic Success Centres will be to provide targeted s students starting in their first years of study. To this end, we will create a network and academic tutors who will help students in their development, primarily through men counselling, and support in the area of learning strategies (tutoring, organization of groups, consultation, etc.). We will ensure institutional support (setting up the syst building a network at individual faculties, training, sharing experiences) and support educational support centre staff and improving their qualifications and international • We will support the academic success of students in Czech and foreign-language study p including those with specific needs, by providing broad university-wide access to info resources in a balanced thematic format for both large and unique research fields. OPEN RESEARCH ENVIRONMENT Charles University profiles itself as a European-level research university whose key missi develop excellent research across a wide range of disciplines, and which is a natural part researchers, international research teams, and international projects. To this end, it must not only support outstanding individuals with a passion for research their daily work, ideas, and discoveries, advance our understanding of nature and society quality of life, but above all, it must be a university where the conditions exist for thi the norm. Thus, our strategic goal in the field of science for the next five years is to fundamental an open research environment that provides a basis for innovation and the development of t international and cross-sectoral collaboration, thereby increasing the competitiveness of University and the societal impact of our research work. One of the guidelines for achieving this goal will be the conclusions, recommendations, an almost two-year comprehensive evaluation of creative activity in all research fields, whic accordance with the principles of responsible research assessment and guaranteed by promin working abroad. On this basis, we will assess, among other things, which research fields a importance for promoting the university’s research programme, while also taking into accou of new areas of excellent research, strategic fields, and the resolution of complex resear require a multidisciplinary approach. Thanks to intensive activity in recent years, Charles University’s institutional success i competition is comparable at the pan-European level, and the amount of funding obtained cl thanks to the work of our researchers and the relevant support departments at Charles Univ gradually succeeding in increasing our income from foreign sources. However, the situation our workplaces, and for the time being, we are not achieving the same results in this area from the 4EU+ Alliance. In order for the university to attract international researchers, it is equally important fledged international environment. Hence, we must continue to work intensively towards thi future. • Transformation of internal university programmes to support research, working with evalu (Responsible person: Vice-Rector for Research) • Based on a review of the results of an internationally guaranteed evaluation of creati Charles University during the period 2019–2023, we are revising the Cooperatio program basic institutional programme for financing and developing research at the university. • We will focus on maximizing the potential, opportunities, and synergies offered by the university alliance 4EU+ and other highly rated partnerships and international network identifying opportunities for excellent research, analysing the activities and results research teams, supporting and developing already awarded projects (e.g. SEED4EU+), us Support Service funding, and preparation of joint applications for European grants. • Support for cutting-edge research and strategic fields (Responsible person: Vice-Rector • We will support the development of our profile fields of study and unique specializati current and future societal challenges (e.g. artificial intelligence, digitalization, development, biotechnology, quantum technologies, cybersecurity, etc.); with this inte we are revising our existing concept of university centres of excellence, among other • We will develop research and innovation focused on addressing global, regional, and lo in the area of sustainable development by supporting multidisciplinary teams and struc together experts from different research fields. The aim is to create a flexible resea that will enable a comprehensive view of current issues and the effective transfer of practice. • In line with our ambition to systematically build an environment that supports the cre research projects with the potential for international research excellence, which we s direction for Charles University’s development: • In order to strengthen the potential and capacity of the university and all our facu actively and continuously draw on direct European funding from EU programmes, we wil a support framework for research teams that will include targeted consulting, projec administrative support, know-how sharing, and the development of strategic partnersh • We will strengthen our existing institutional support for submitting top-quality gra with the aim of significantly increasing Charles University’s success in prestigious particularly in European Research Council (ERC) programmes, • We will provide more intensive project support for Marie Skłodowska-Curie Actions Po Fellowships and COFUND projects and other similar schemes, with the possibility of c the university, • We will create a motivational framework for the involvement of our research teams in strategic research projects that reflect the major financial priorities of the Europ through targeted information support, sharing of good practice, expert advice, and h successful cases. To this end, we will continuously monitor shifts in research fundi European level and leverage the links to university alliances, • We will create a robust support infrastructure at the faculty and university level t facilitate access to domestic and foreign grants, improve project support, and speci international cooperation within the 4EU+ Alliance. • With the aim of initiating the creation of research teams capable of reflecting on com challenges by linking different research perspectives and successfully participating i grant competitions, we will strategically support interdisciplinary research across fa research fields with a special emphasis on the integration of social sciences and huma with science and technology (STEM) fields in line with the current and future prioriti framework programmes; this support will include targeted interdisciplinary calls, proj and the organization of expert workshops and seminars. • We will support education and skills development in the intersectional dimension of re including gender, to ensure that research outputs are relevant and beneficial to diver groups. • International competitiveness and internationalization (Responsible persons: Vice-Rector Vice-Rector for International Affairs, Member of the Rector’s Board for Social Affairs a Development) • With the goal of creating a fully-fledged international environment throughout the uni focus on: • Consistently implementing institutional bilingualism, also covering services and opp • Establishing international selection procedures for filling academic and research po providing comprehensive care for international employees, including support for care with the standards of prestigious European universities, • Reviewing and further developing institutional tools to support internationalization programmes for mobility, administrative support for preparing international projects and intercultural education, with the aim of unifying and simplifying related proces tools should be easily accessible and transparent so that they can be used effective staff and students. • Open science and research ethics (Responsible person: Vice-Rector for Research) • We will support researchers at the university in all aspects of open science based on in the ethical aspects of research and publishing, and in areas related to societal an changes in the broader landscape. • We will support Open Science and the accessibility of data and knowledge resources for community. • We will develop the concept of Citizen Science at Charles University as part of the un mission and an integral element of research. • We will further support education by incorporating the principles of sustainable devel scientific and research activities. • Modernizing infrastructure and support systems for research (Responsible persons: Vice-R Research, Vice-Rector for Information Technologies) • We will invest in research infrastructure and the digitalization of academic processes university and within the 4EU+ Alliance. • We will support the infrastructure necessary for implementing our sustainable developm and gender equality plan, meeting all the requirements of the European Commission and grant agencies. YOUNG SCIENCE (PHD STUDENTS AND POSTDOCS): TO THE FOREFRONT OF SCIENCE BY WORKING WITH TAL Support for PhD studies and the development of young researchers is crucial for the future quality, internationally competitive research and the sustainability of the academic envir of the current situation indicates that the conditions for PhD studies at Charles Universi inconsistent and often somewhat unattractive for top applicants, especially in an internat Thus, it is essential to harmonize and improve the structure of PhD programmes, to motivat researchers to pursue research careers, and to create an appropriate institutional, financ environment. The strategic plan envisages the development of doctoral schools, the restruc support, targeted mobility programmes, and support for postdoctoral researchers, including from abroad. Particular emphasis is placed on equal opportunities, work-life balance, and international circulation of talent through tools such as MSCA or the 4EU+ Alliance. Our g an open, supportive, and competitive environment for the growth of a new generation of res • Support for PhD studies and talented young researchers (Responsible person: Vice-Rector • We will harmonize the structures and conditions of PhD study programmes at an appropri aggregation. • We will evaluate the effectiveness and impact of the newly introduced system of incent allocation of funds for PhD scholarships. • We will restructure Charles University’s Grant Agency (or funds allocated through spec research as a whole) with the aim of increasing the efficiency and transparency of sup projects, creating an attractive environment for the research work of PhD students, an university’s competitiveness in the area of developing research talent. • We will further expand support for PhD students, including measures to help them balan and family life during and shortly after their PhD studies. • We will strengthen the concept of doctoral schools and the university’s Postdoctoral H • International mobility for PhD students and postdocs (Responsible person: Vice-Rector fo • In order to improve the international experience of PhD students in selection procedur individual types of mobility, we will give priority to the outgoing mobility of PhD st will introduce special mobility programmes for them. • We will systematize support for the postdoctoral stays of our graduates at the best in universities, for example, through targeted support from Marie Skłodowska-Curie Action Postdoctoral Fellowships; as part of this, we will also focus on motivating them to re University. • We will support the transition of graduates of PhD programmes at Charles University to qualified positions (“Highly qualified PhDs for highly qualified markets”). • Supporting human potential and talent (Responsible persons: Vice-Rector for Research, Me Rector’s Board for Social Affairs and Sustainable Development) • We will further develop systematic support for postdoctoral researchers starting with and continue this support through their education and mentoring and their evaluation a cooperation. • We will increase our attractiveness to researchers, students, and employees with long- international experience through return grants and fellowships, targeted HR policies t international practice into account, high-quality institutional support for relocation professional integration, and the development of an open, internationalized academic e sufficient opportunities for career development and international cooperation. • We will support parents studying at the university and students who care for another p their PhD studies and postdoc assignment. We will also provide targeted support to you from underrepresented groups or with some form of disadvantage. • We will create high-quality facilities and offer adaptation programmes for academic an from abroad. • We will promote educational and research permeability between national and internation with an emphasis on the circulation of talented researchers, particularly within the 4 will focus on developing visiting professorships, supporting individual mobility throu such as MSCA Postdoctoral Fellowships, and creating a joint MSCA COFUND programme for These tools will strengthen international cooperation, researcher mobility, joint teac research activities (e.g. joint degree programmes, doctoral schools) and contribute to development of an international academic environment with appropriate organizational a support. PARTNERSHIPS FOR INNOVATION: INTERDISCIPLINARY AND INTERSECTORAL COOPERATION Charles University is aware of the need to strengthen its role in the knowledge economy an use of its research potential in the area of innovation and applied research. Currently, c the application sphere is irregular and often dependent on individual initiatives, lacking support for the transfer of knowledge and technology and broader links with the business a environment. The inclusion of this priority in the strategic plan responds to the need to cooperation with industry, start-ups, and spin-offs, as well as with the public sector, to university’s existing research capacity to address social and technological challenges, an innovation and entrepreneurship throughout the academic community. Tools such as industria hybrid research centres, industrial PhD programmes, and idea and technology incubators wil Charles University to systematically develop an innovation ecosystem, contribute to sustai development, and offer students new career opportunities. • Support for cooperation with industry and the commercial sector (Responsible person: Vic Research) • We will strengthen cooperation between the university and the commercial and public se area of applied research: • Inspired by the good practices of faculties where this has already been put into act introduce the concept of industrial and commercial chairs at the university as a str connecting the academic sector with industry, • We will support the creation of hybrid academic-industrial research centres, • We will strengthen the links between Charles University and the business and innovat including innovative companies, start-ups, and spin-off companies, and actively part in European and national innovation platforms. We will focus on developing startup p and technology incubators accessible to the entire academic community, targeted supp interdisciplinary teams in the area of applied research, and the effective use of gr investment tools for the commercialization of results, • We will systematically support research collaboration with public institutions of st administration and local government. • Supporting applied research and technology transfer (Responsible person: Vice-Rector for • We will continue to develop a systematic strategy for knowledge and technology transfe research at Charles University. • We will develop industrial/commercial PhD programmes as a tool for collaboration betwe and commercial or application sectors and support young researchers in the area of ind and technology transfer. *========================================================================================= * THE UNIVERSITY AS A SOCIALLY RESPONSIBLE AUTHORITY *========================================================================================= PROMOTING SCIENCE AND OPEN AND CLEAR COMMUNICATION AS A TOOL FOR ADDRESSING SOCIETAL CHALL A part of the mission of the university as an institution is to contribute directly to sol societal problems. This role is becoming increasingly important. Higher education institut only perceived as centres of learning, science, and research; their scope of activity is a to include support for public debate, the formulation of expert opinions, and cooperation regional, national, and international institutions of public administration. In order for fulfil this role to the greatest extent possible, they must be a clear, credible, and audi public sphere. The growing challenges include not only the relationship between the imperatives of academ self-governance, freedom of research, critical thinking), ethics, and authority, but recen more the issue of trust in research in an information-overloaded public sphere where today possibilities place greater demands on critical judgment and a responsible approach. Our a informed, and clear communication in the public sphere, demonstrating research ethos and t science, is essential for trust in research results. • Active participation of the university in resolving key societal topics and challenges ( persons: Vice-Rector for Public Relations, Vice-Rector for International Affairs, Member Board for Social Affairs and Sustainable Development) • Alongside our core activities, such as the holistic approach to the education of stude research focused on solving specific issues, it is the university’s duty to engage in on fundamental societal issues and in the creation of public policy. In order to syste involve the university in these activities, we will develop existing mechanisms and in ones, such as supporting think tanks and expert groups dealing with key societal issue experts who are prepared to provide expert opinions to the government, public institut media, and collecting, analysing, and presenting research data in public debate and de processes for public administration. In addition, we will raise awareness of issues su change, biodiversity conservation, population ageing, and ethics in artificial intelli educational and promotional activities. • Based on cooperation with the Ministry of Foreign Affairs, the Ministry of Education, Sports, representative offices, and participation in diplomatic missions, we will supp Republic’s foreign diplomacy. • With the aim of strengthening mutual understanding and linking academic expertise with municipalities and regions and to be an active partner in issues relating to sustainab education policy, cultural life, and addressing social challenges, we will develop sys cooperation with local governments in Prague, Plzeň, and Hradec Králové at both the mu regional levels. • Increasing the significance and impact of research work through targeted promotion and c communication of relevant research outputs and transfer results (Responsible person: Vic Public Relations) • Based on research into target groups and their needs, as well as other suggestions, we the university’s marketing strategy by promoting and communicating scientific and rese • With the aim of improving the presentation of achievements and results in science, res the transfer, promotion, and communication of science in general, we will focus on inc media literacy of our researchers, with special attention paid to junior researchers, students. Thanks to this, we will expand the university’s base of media-savvy experts additional individuals capable of clearly presenting complex problems and possible sol communicating research and transfer. • In presenting and promoting science, we will ensure balanced representation of women a promoting the involvement of researchers from different social and cultural groups thr academic environment. • In particular, using our Didaktikon educational centre, we will prepare and implement and promotional programmes and projects aimed at talented students in lower levels of • Supporting activities aimed at involving the public in research knowledge (Responsible p Rector for Public Relations) • We will systematically raise public awareness of scientific research and its societal example, through large public events promoting science (Researchers’ Night, ScienceFes Fair, etc.), activities at Campus Hybernská (e.g. FameLab, Café Collaborations, Scienc partnerships with research and educational institutions and public and private media r promotional projects (Wikipedia, Czech Television, Planetum, the CAERPIN initiative, E the National Museum, etc.). • Strengthening transparent and effective communication with the public (Responsible perso for Public Relations) • As a part of our ongoing efforts to ensure transparent and effective communication wit to build a unified brand for Charles University as a modern research and educational i the Czech Republic and abroad, we will design the administration and development of th website and other communication tools to meet the needs of modern society, and we will Charles University visitors centre as a point of contact for the general public. SOCIAL RESPONSIBILITY, ETHICS, AND FAIRNESS Society currently faces a number of unprecedented challenges, such as climate change, cons biodiversity, social inequality, changes brought about by technology, particularly digital advent of artificial intelligence, and increased migration. Charles University is aware of and its societal responsibility, and thus must contribute to a solution through its intern activities, setting an example for society as a whole. In line with this, it is committed Sustainable Development Goals and other international, national, and institutional strateg and values in the area of sustainable development. The principles, goals, and values expressed in the United Nations document have been prese or lesser extent in the everyday life of our university for a long time, for example, in t student volunteer and club activities such as Street Law, or programmes for the public. In Charles University to mobilize its internal potential for a gradual transformation into a university that serves as a role model for students and a model of social responsibility f stakeholders, it has recently adopted its first sustainable development strategy, the main of which is to move Charles University towards more sustainable operations by 2030, not on responsible approach to its own operations, but also its educational and creative activiti Our common goal is to be among the leading European schools that integrate the principles social, and economic sustainability into their operations and activities by 2030. We want neutral university that reduces its environmental footprint, ensures fair treatment and th human needs in supply chains, and behaves responsibly and in a participatory manner toward and students using the available resources – a university that educates students with the key competencies for improving the quality of life and meeting the needs of current and fu thus contributing to solving global, regional, and local challenges through its science, r innovations with practical impact. Charles University wants to strengthen its third missio key part of the public debate on sustainability in the local and national context and in t corporate sectors. Equal opportunities, fairness, and high ethical standards are values that Charles Universi considering them to be central pillars not only of academic life, but also supporting and in everyday university and broader societal practice. This is evidenced by the fact that a 1,300 students with various specific needs are currently studying at the university – more cent of the total number of students and five hundred more students than five years ago. I university considers it important that all students and employees feel welcome and safe at and, at the same time, that everyone is given equal opportunities to successfully complete achieve their career goals. Hence, the university’s goal is to continuously create a welco and inclusive environment, to build and strengthen trust in the institution, its mechanism principles, which should accommodate all those who may find themselves in a vulnerable or position (e.g. students with specific needs or socioeconomic disadvantages or caregivers). • Integration of environmental, social, and economic sustainability principles into all un activities (Responsible person: Member of the Rector’s Board for Social Affairs and Sust Development) • We will enhance education focused on developing key competencies for sustainable devel • With the aim of further integrating environmental, social, and economic sustainability principles into the university’s daily operations and activities over the next five ye • Continuously implement, evaluate, and update our comprehensive sustainable developme until 2030, • Build and develop sustainable development management at all levels of the university • Encourage our community of students and employees to participate in this area, inclu contributing to the preparation and implementation of strategic documents, reflectin needs, and balancing opportunities as a part of university life, and strengthen our belonging and responsible behaviour through communication, awareness-raising activit building relationships among university stakeholders, • Support individual and team initiatives and interdisciplinary cooperation in the are sustainability, and share examples of good practice in sustainable activities by stu employees, and individual workplaces throughout the university, • Share our experience and expertise in local, national, and international contexts an cooperation within national and international networks and platforms dealing with th • Applying the principles of ethics, equality, and responsibility in all aspects of univer including raising awareness of these values (Responsible persons: Vice-Rector for Intern Member of the Rector’s Board for Social Affairs and Sustainable Development) • We will continue to formulate a comprehensive university policy on equal opportunities reviewed and updated equal opportunities plan. • In order to promote diversity and inclusion within the university environment, we will advisory services for students and employees in the area of inclusion and discriminati the development of the activities of ombudspersons, and we will organize thematic even • We will improve the university community’s awareness of key services and procedures re ethics and equal opportunities, the content of codes of ethics and how they are applie integrity (e.g. sharing information about mechanisms for protection against plagiarism practices in research and education), and we will recognize examples of good practice. • As part of ensuring the university’s responsible approach to socially vulnerable group support students who come to the Czech Republic due to forced migration, strengthen co non-profit organizations on social projects, and develop volunteer and community progr students, employees, and the public. *========================================================================================= * TOGETHER FOR THE UNIVERSITY *========================================================================================= EFFECTIVE MANAGEMENT, ADMINISTRATION, AND COOPERATION Charles University is a large, multidisciplinary university with strong academic self-gove consisting of seventeen faculties, four university institutes, and nine additional support report from the international evaluation, which was one of the sources used to prepare the states in its conclusions that the university has made “significant progress in institutio over the past five years, particularly in strengthening strategic planning, digital transf and coordination across faculties. The implementation of internal evaluation mechanisms an Excellence in Research framework has strengthened institutional governance and career deve Financial management has improved thanks to targeted initiatives such as the Cooperatio pr differences in resource allocation persist due to the decentralized governance model. Digi efforts, including the modernization of student and administrative information systems, ha operational efficiency, albeit with varying degrees of implementation across faculties. Wh of governance remains a challenge, progress in inter-faculty collaboration and policy stan has laid the groundwork for greater institutional cohesion.” Our intention is to build on develop it further in selected areas, and, in a continuous search for a balance between “c “decentralized”, to create the conditions for Charles University to be a strong public ins environment characterized by many uncertainties. For example, in the area of financing, Charles University has long enjoyed positive econom less than half of its budget coming from sources other than basic institutional funding, t the success of our researchers and academic staff in Czech and international grant competi in study programmes in foreign languages provided by our teaching staff, and various suppl activities. However, the individual faculties currently differ in the extent to which they resources, which, together with the below-average level of state funding for public univer to other OECD member countries, raises the issue of the remuneration of university employe university’s competitiveness on the national and international labour market. In the upcom the university will also have to cope with a gradual reduction in resources from European investment funds, which in recent years have made it possible to finance a number of devel and have made up a significant part of the budget. In the upcoming period, attention will also need to be paid to supporting intra-university simplifying processes and reducing the administrative burden on students and employees, an efficiency of internal systems and processes so that they meet current requirements for th and administration of academic institutions, including maximizing the potential offered by intelligence in this area. • Maintaining the economic stability of Charles University and its units (Responsible pers for Development, Bursar) • We will continuously update university schemes for the distribution of institutional f with the priorities contained in our strategic plan and developments at the national l example, we will take greater account of the internationalization of education (foreig programmes, mobility programmes, winter and summer schools, internship opportunities f courses in foreign languages, recognition of foreign experience, etc.). • With regard to ensuring sustainable financing for the individual units, we will create enabling all faculties and other units to obtain additional resources beyond basic ins financing, in line with their focus and potential. • We will strengthen economic sustainability and efficiency in all university activities example, through training employees in administration and management, strategic invest digitalization, reducing the energy consumption of buildings, and more efficient use o infrastructure. • In connection with the upcoming reduction in funds allocated to the Czech Republic thr funds, we will focus on prioritizing objectives more emphatically, for which we will u funds, and we will create conditions for a gradual transition to new or hitherto less and subsidy instruments, thanks in part to the continuous expansion of the professiona and skills of the staff of the Rectorate and dean’s offices cooperating in supporting administration (project, economic, and HR departments): the competence to actively see resources according to the focus of the department or to prepare high-quality and comp applications for individual calls with the aim of achieving a high success rate in the • A process-based approach as a prerequisite for effective university management and devel (Responsible person: Vice-Rector for Information Technologies) • In order to reduce the complexity and burden of administration while ensuring full com with applicable legislation, we will create and implement the necessary mechanisms and recording and continuously updating defined processes at the university and preparing user roles and groups linked to assigned competencies. • Data-driven management (“data-driven university”): data-based decision-making as standar at all levels of the university and faculties and a tool for harmonizing procedures at t (Responsible person: Vice-Rector for Information Technologies) • To ensure that data-driven decision-making becomes standard practice at all levels of management and administration, we will create and implement Charles University’s data concept for data management and storage where all data have a unique source and a stan We will establish a role structure for persons responsible for defining and describing sources, and we will provide IT support in the form of analytical and transformation t data integration and aggregation. • Strengthening internal connections within the university in all areas based on the devel internal communication tools using strategically targeted measures, IT tools, and new co schemes (Responsible person: Vice-Rector for Information Technologies) • To improve internal information transfer across Charles University, we will use existi and physical and digital channels with the maximum possible degree of automation, and a university-wide hierarchy of roles for persons responsible for internal communicatio tools. • Further development of activities related to the development and effective management of resources, including within the framework of the HR Excellence in Research (HR Award) st (Responsible persons: Vice-Rector for the Development of Human Resources and New Technol the Rector’s Board for the Development of Teaching Competences of Academic Staff) • We will prepare and implement a fair and transparent remuneration system at Charles Un that is closely linked to career regulations and complies with the EU directive on tra remuneration, reflecting the heterogeneity of the university. • In order to strengthen the sense of belonging to the university, we will introduce com training for academic, research, and technical and administrative staff relating to th internal agendas (e.g. sources of funding, implementation and provision of educational science and research, and the specifics for the functioning of the university and its • Counter-influence and cybersecurity strategy as a pillar of institutional resilience (Re persons: Bursar, Vice-Rector for Information Technologies) • In connection with the growing risks of illegitimate influence and with the aim of inc institutional resilience and security in the research and academic environment of Char we will focus on the effective and sensitive education of university employees and on development of an Information Security Management System that will respond to the cons environment of cyber threats and vulnerabilities. MODERN PHYSICAL AND VIRTUAL ACADEMIC SPACES In recent years, Charles University has invested heavily in the renovation and development infrastructure, not only through various subsidies, but also from its own resources. It is its historically established dislocation, which forces students and employees to travel be buildings, primarily through the construction of mini-campuses, some of which have been co the past period, such as the Faculty of Medicine campus in Pilsen and the new Faculty of H Construction has also begun on others, such as the joint campus of the Faculty of Pharmacy of Medicine in Hradec Králové, the Motol campus being built for the Second Faculty of Medi Albertov Campus’ Biocentre. In addition to new buildings, a number of complex or partial r of buildings for educational, research, and other purposes are also underway, and in many activities also contribute to the preservation of cultural heritage. Charles University has responded to the significant need for investment funds, which has b the necessity to complete or commence a number of major projects, by increasing the resour the relevant fund during the previous period. The construction of new university buildings begun, is ongoing, or has been completed, promises to add space to such an extent that the of the faculties could be saturated. In addition, it will place significant demands on uni and their management. This is why it is a challenge for us to reconcile the increased emph strategic approach to investment with infrastructure development so that it meets the dema modern academic spaces in all respects. In addition to its physical infrastructure, Charles University is also systematically deve virtual infrastructure, i.e. IT systems to support education, research, management, and ad with the aim of creating a modern, interconnected, and sustainable information ecosystem t us with support and simplify all areas of university life. Although the university has bee strengthening and modernizing this infrastructure in recent years, for example, in the are and hybrid learning or the use of cloud services that support data sharing, collaboration projects, and flexible access to teaching materials, we face a number of challenging tasks next five years, such as completing the modernization of the student information system. T ambition in this area is not only to keep pace, but also to actively shape its academic sp • Strategic approach to investments (Responsible persons: Vice-Rector for Development, Vic Information Technologies, Bursar.) • When preparing investments, we will focus on: • The strategic development priorities of the university, its faculties, and other uni their realistic, quantified needs and a calculation/expert estimate of the costs of operating key physical and virtual infrastructures, • Creating material conditions (including the necessary facilities) for the introducti progressive forms of teaching and new teaching technologies, and providing machinery equipment, and interior furnishings for high-quality teaching, science, and research involve learning spaces experts in the project preparation of new investment project purpose, • Introducing measures to reduce the energy consumption of buildings and increase safe university buildings, • Creating conditions to balance family and work life in university premises. • We will complete the construction of key university mini-campuses and large infrastruc (e.g. Albertov, Hradec Králové, Jinonice, Motol, Veleslavín, Pelc-Tyrolka, and the Rus and implement new construction, modernization, renovation, and partial reconstruction sports facilities, and sports centres at the university to ensure high-quality spatial infrastructure for education, science, research, and leisure activities. • With respect to accommodation and food services for students and employees, we will ta ensure that, in the future and in line with the programmes of the Ministry of Educatio and Sports, it will be possible to complete the capacity of our dormitories. We will s reconstruction and modernization of existing infrastructure and improve accommodation by optimizing the scope, quality, and availability of services provided (e.g. a custom approach, bilingualism). If students are interested, we will conduct a pilot test of p accommodation offered through the university. • We will evaluate the feasibility study and the potential benefits of constructing the of Charles University. • With the aim of creating an interactive and accessible environment, including support efficient and secure operation of technologies, we will prepare and implement the conc Campus: • With regard to increasing user comfort and optimizing the use of real estate (e.g. e savings and security), we will significantly improve the digital database for the ma development of university infrastructure. For example, we will implement Building In Management principles and procedures in all phases of construction and throughout th life cycle of buildings to ensure compliance with the planned legislation (e.g. more management of building information through a shared CDE data environment, especially preparation and implementation phases of construction). To support the operation of we will develop a unified property management system (Computer-Aided Facility Manage connect it to other university systems, such as the Student Information System or th of Public Administration system. We will use a geographic information system (GIS) f and visualization of building data; • We will create a university-wide overview of key university equipment and IT facilit defined parameters (e.g. life cycle, utilization, location, expected resources for r an emphasis on the information needs of the individual faculties and units and with prioritizing the needs for the renewal of equipment and information technology and f resources for these purposes. • Established and interconnected IT systems (Responsible persons: Vice-Rector for Informat Technologies, Bursar) • We will focus on the consistent implementation of IT development and changes based on digitalization and electronization of agendas throughout the university with an emphas comfort and maximum simplification, meeting the conditions of external and internal le methodologies, and other requirements such as cyber security and personal data protect • We will gradually transition to a new generation of the Student Information System, wh modern, sustainable, dynamically developed, and user-friendly. • We will create the architecture of information systems based on mutually integrable mo widespread use of service-oriented architecture (SOA). • We will implement IT system functionalities based on processed analyses and defined pr portal) and across university-defined roles and user groups. • We will prepare and implement a central model for the development, procurement, and ma systems with university-wide methodological support and consulting (active support for knowledge and experience in the use of information systems throughout the university a academic community and IT specialists). • We will systematically support the development of digital skills among academic, resea staff, for example, through training, whether carried out as a part of the Erasmus+ pr university units, as well as through informal sharing of experiences and the universit of good practices. • New technologies in the fields of information, consulting, and education with a special (Responsible person: Vice-Rector for Information Technologies) • We will develop a platform for the rapid creation of AI assistants supporting target g university. • We will launch a university-wide Research Software Engineering platform enabling low-t for academic and research staff to use computing technologies and tools in research an (especially AI technologies and high-performance computing). A FAVOURABLE ENVIRONMENT FOR STUDYING, WORKING, AND MEETING PEOPLE We are currently witnessing dynamic changes in academic life and the working environment t continuous adaptation and innovation, because only in an environment where welcoming and s conditions prevail, can everyone truly develop their potential. Thus, our activities to da the development of well-being, inclusion, diversity, and equal opportunities, and it is pr values that are increasingly anchoring us within the international higher-education landsc for the community is seen as an essential part of a university’s excellence. If we want to be the university of choice for Czech and international colleagues, these pr be consistently reflected in our priorities. Hence, Charles University aims to be a place education, but also professional development and personal well-being of students, employee are key priorities. We also emphasize the openness of campuses to the wider community and high-quality infrastructure for informal meetings, which will help improve interpersonal r strengthening the university spirit. • The active role of the university in promoting a supportive atmosphere for studies and w person: Member of the Rector's Board for Social Affairs and Sustainable Development) • In order to promote a welcoming and supportive atmosphere at the university, we will o discussions and informal meetings. • As a part of ensuring an inclusive environment for all students, we will improve aware for students with specific needs in English, expand support for socioeconomically disa students, and ensure greater availability of study materials in digital form. • We will strengthen our existing activities relating to resilience and well-being both direct support (e.g. individual psychological counselling sessions or supportive group by expanding the range of educational opportunities for the development of well-being for students and employees. Another key step will be to develop greater awareness and the area of mental health, which will support the Charles University community in dest mental health and acquiring self-help techniques and resources. Our long-term goal is individual and community competencies to cope with crisis or stressful situations thro thereby equipping students with key skills for their future career paths and personal • Additional development of activities within the HR Excellence in Research (HR Award) pro (Responsible person: Vice-Rector for the Development of Human Resources and New Technolo • We are implementing the new European Charter for Researchers. • Strengthening the role of the university as a guarantor of Healthy Campus certification person: Member of the Rector's Board for Social Affairs and Sustainable Development) • Over the next five years, we will make improvements in selected areas of each of the s of the Healthy Campus award (management, physical activity and sport, nutrition, disea mental and social health, prevention of risky behaviour, sustainability), which aims t a healthy university environment and the health of the university community. To ensure term sustainability of this certification and strengthen the university’s role in inte cooperation, we will create a plan for regular updates and improvements in selected cr develop partnerships with foreign and Czech universities to share best practices and e • We will raise awareness of the Healthy Campus brand and its contents among students an with the aim of increasing the attractiveness of Charles University as a favourable pl • We will strengthen Charles University’s role in international initiatives and projects health and sustainability. • Developing cooperation between various groups in the academic community (Responsible per Vice-Rector for Public Relations, Member of the Rector's Board for Social Affairs and Su Development) • We will strengthen interdisciplinary cooperation between faculties and other units of by creating joint study programmes and courses, organizing interdisciplinary workshops conferences, and creating research exhibitions at the Didaktikon educational centre. • To strengthen communication and cooperation between students and university staff, we their joint projects, focus on organizing informal meetings and events, and further de communication platforms. • In order to develop a supportive environment for all, it is important for the communit directly involved in shaping it. In line with the values of equality, diversity, and i is even more important for this active participation to be supported among those who f or may not feel part of the majority community. Thus, we will focus on supporting the of the academic community in university activities, including the empowerment of disad vulnerable, or underrepresented groups. • We will strengthen cooperation with associations in promoting education and integratin into the academic community (including tutoring and mentoring). In addition, we will p educational cycles to develop the skills of the representatives of associations, who, leaders, will use these skills in their associations and professional lives. • We will continue to fulfil the vision of Campus Hybernská as an interdisciplinary inno and a place with a significant community dimension where our ongoing task is to create programme that reaches both the public and the university. • Open university campus (Responsible persons: Vice-Rector for Public Relations, Member of Board for Social Affairs and Sustainable Development) • We will seek opportunities for co-working in existing university campuses and building create shared spaces for students (e.g. the use of Campus Hybernská) and will make the for new spaces (“learning spaces”) co-financed from university resources. • We will focus more on the possible use of university premises for activities carried o community of all members of the academic community. Through informal events, we want t connecting employees and students. We will address graduates and current students with formats for various events. BUILDING AND DEVELOPING THE UNIVERSITY COMMUNITY Building and the long-term, strategic development of the university community across gener priority in our strategic plan, because a strong, connected community is the foundation fo academic and professional life. Charles University recognizes that relationships with our alumni are essential for maintai between past, present, and future generations of students. Graduates are not only the succ of the educational process (approximately 8,000 students graduate each year), but they are the university’s legacy and values who can contribute to its further development with thei experience, knowledge, and contacts. Strengthening these relationships enriches students’ experiences with expert advice and me from those already working in the field and also contributes to strengthening the connecti the academic and professional worlds. This approach to community building will ensure the sustainability of our university as an open and dynamic space. • Strengthening relationships with alumni and creating opportunities for their involvement life (e.g. mentoring, professionals participating in teaching) (Responsible person: Memb Rector's Board for Social Affairs and Sustainable Development) • We will strengthen the role of graduates and their connection with the student communi increase the proportion of our alumni involved as professionals in teaching, mentoring workshops, and career counselling by identifying and reaching out to relevant graduate regular networking meetings with students, creating platforms for sharing experiences opportunities, and promoting examples of good practice in cooperation with this group community. • We will strengthen ties between the alumni community and current and former university international students (Erasmus and degree programmes), and other friends of the unive experiences at Charles University can complement each other, and bringing them togethe platform will facilitate the communication of knowledge and the reach of the universit mission. • We will support graduate initiatives that contribute to university life. • We will actively involve graduates in promotional and recruitment activities. • We will strengthen the ties between graduates and Charles University through community as alumni days, thematic meetings, and other university or faculty events, as well as development of benefits. • We will actively seek ways to recognize the contributions of professionals who partici teaching, for example, through certification. Their involvement is crucial both for th education provided by the university and for connecting the academic and professional • The Charles University Endowment Fund as a tool for supporting students, employees, and institution (Responsible person: Chancellor) • In line with the approved strategy of the Charles University Endowment Fund, we will c update our funding priorities. • Through active fundraising and outreach to our graduates, friends, partners, and the o of fundraising events, we will increase the amount of funds available through the Endo regularly inform the academic community about its activities. We will also raise aware existence and activities in a targeted manner by strengthening marketing and communica implementing a promotional campaign on its significance and impact, and sharing inform purpose and activities at events organized and supported by the university. *========================================================================================= * INDICATORS FOR THE STRATEGIC PLAN *========================================================================================= We will monitor the extent to which we achieve the goals set out in our strategic plan on using the following indicators: 1. Graduates employable now and in the future: competence, innovation, and permeability • Employment of graduates (unemployment rate, average salary, and evaluation of selected a of educational activities, such as sufficient practical experience, preparation for work international environment, or working with AI) • A functional system for recognizing prior formal and informal education • A comprehensive and functional micro-credential system linked to the application sphere both the current and long-term needs of society 2. Relevant, flexible, and sustainable study programmes • An innovative system for creating and implementing study programmes that reflects the co educational activities at Charles University • An established system of support and training for study programme guarantors • The share of international students in the total number of students 3. Supporting academic success: Satisfied and confident graduates of Charles University • Graduation rate in bachelor’s and master’s degree programmes • An established system of support for student tutors • Satisfaction with studies 4. Open research environment • Share of international academic and research staff in the total number of academic and r • Number of awarded ERC grants • Amount of funds obtained from international projects • All open access journals published at Charles University meet international standards in open science 5. Young science (PhD students and postdocs): To the forefront of science by working with individuals • Graduation rate in PhD study programmes • Number of postdoctoral researchers • Share of PhD students and postdoctoral researchers from abroad or with international exp 6. Partnerships for innovation: Interdisciplinary and intersectoral cooperation • Number of industrial/commercial chairs • Revenues from knowledge and technology transfer 7. Promoting science and open and clear communication as a tool for addressing societal ch • Number of events aimed at involving the public in scientific knowledge • Number of educational and outreach programmes and projects at the Didaktikon centre • Feedback from the public on the quality of events and programmes 8. Social responsibility, ethics, and fairness • Degree of fulfilment of the goals of Charles University’s Sustainable Development Strategy: Towards Sustainability 2030 [ URL "https://sustain.cuni.cz/SUSEN-26-version1- strategie_ur_eng_graficka_uprava.pdf"] 9. Effective management, administration, and cooperation • Share of funds beyond basic institutional funding at the university and its individual u • Functional process portal (methodology, deployment, number of processes, scope of topics implementation in operational deployment) • Established system for the administration of identities and roles (number of connected s of roles and groups) • Functional data-driven management (data governance) 10. Modern physical and virtual academic spaces • Completed university mini-campuses and large infrastructure projects • Modern, interconnected, sustainable, and resilient information ecosystem (share of agend converted to digital form, number of new modules deployed, number of interconnected modu API interfaces, user feedback) • Completed modernization of the student information system • Number of Smart Campus modules/services for students and staff • Support system for improving the digital skills of students and employees (number of emp RSE and AI technologies implemented and used, number of AI assistants deployed for diffe groups, and number of their users) 11. A favourable environment for studying, working, and meeting people • Maintaining the HR Award certificate • Improvement in a selected area of each of the seven pillars of the Healthy Campus award • Satisfaction of students and employees with conditions and studies or work at the univer special regard to persons with special needs 12. Building and developing the university community • Response rate to communication from the Endowment Fund • Amount of funds available through the Endowment Fund • Number of calls for proposals organized by the Endowment Fund