Kyoto University’s International Strategy

Finalized on June 11, 2013

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Full Text

Introduction

1.Fundamental Principles of Kyoto University’s Promotion of Internationalization

2.Key Objectives

3.Measures and Numerical Targets

4.Encouraging and Supporting the Internationalization of Faculties, Graduate Schools, Centers, and Research Institutes

5.Strengthening the Structure Necessary to Achieve Our Aims

 

Introduction

Establishing a New International Strategy: The 2x by 2020 Initiative

In 2000, Kyoto University announced the “Future of International Exchange at Kyoto University,” which proposed new principles for international exchange. In 2005, the university set forth its “International Strategy,” an outline for promoting internationalization and close cooperation with education and research institutions abroad, under which it began proactively developing international exchanges.

 

Since that time, however, the globalization of our societies and economies has proceeded at a rapid pace, and international competition is expected to intensify further in the future. Given that context, in order to promote the further development of the university as an institution of higher learning that produces world-class knowledge, it is essential that Kyoto University produce a new “International Strategy” and aggressively pursue concrete action.

 

For that purpose, we are seeking to establish Kyoto University’s global position as a truly top-level university?a World Premier University (WPU)?by shifting from “the promotion of international exchange” to an approach that emphasizes a true “achievement of internationalization” that is founded on the achievement of numerical targets. We are therefore presenting a new strategy whereby we will set specific goals to be achieved by 2020. The efforts and orientation of the strategy have been developed to achieve the goal of “The 2× by 2020 Initiative”?or in other words, the doubling of our internationalization indices by FY2020.

 

This International Strategy lays out the direction of the university’s internationalization efforts as we look ahead to FY2020. It was developed with a mid- to long-term perspective and our objective is to carry it out both under the Second Kyoto University Mid-Term Plan, which extends through FY2015, and the subsequent Third Kyoto University Mid-Term Plan, which will begin in FY2016.

In addition, we will review this strategy as appropriate in order to promote further steps toward internationalization?such as the establishment of an international graduate school through cooperation with overseas universities or the development of campuses in other countries?and to further accelerate those initiatives.

 

1. Fundamental Principles of Kyoto University’s Promotion of Internationalization

According to the first paragraph of Kyoto University’s Mission Statement (December 4, 2001), Kyoto University states that its mission is “to sustain and develop its historical commitment to academic freedom and to pursue harmonious coexistence within the human and ecological community on this planet.”

 

Our new International Strategy is premised on that statement, and the fundamental principles behind the promotion of internationalization are motivated by “an education and research tradition rooted in understanding and respect for global perspectives and diverse regional cultures,” “the rich, multifaceted culture that has evolved in Kyoto through 1,200 years of interaction between East and West,” as well as “the creativity that can put forth a new paradigm developed by Kyoto University.”

 

The International Strategy sets forth three key objectives, specific measures and targets for achieving those objectives, and measures that should be given immediate priority.

 

In addition, the International Strategy Committee will be established as an advisory body to the Board of Executive Directors in order to discuss and implement the necessary measures to carry out this International Strategy with a mid- to long-term perspective and from a perspective that incorporates the entire university. We also plan to strengthen the functions of the Organization for the Promotion of International Relations (OPIR) and the university’s administrative system for handling international affairs. Through such measures, we intend to drastically strengthen our organization to achieve the “true internationalization” of Kyoto University by 2020.

 

2.Key Objectives

2-1.Research: Promoting Globally Competitive Top-Class Research 

Kyoto University is highly acclaimed worldwide as one of Japan’s leading research universities. However, as the global competition among universities has heightened in recent years, our relative reputation around the world has declined, and we believe one major factor in that trend has been the fact that the university is lagging in its internationalization.

 

It is the mission of Kyoto University to “generate world-class knowledge,” as stated in our Mission Statement, to promote academic research that is at the global vanguard, and to excel in research competition at the global level. It is critical, therefore, that we promote world-class, globally competitive research.

 

For that purpose, we must encourage cooperative initiatives and research with universities worldwide, and must proactively promote the internationalization of our human resources in research through the overseas posting of young scholars, the hiring of international researchers, and other measures. At the same time, we must improve our global reputation by disseminating exceptional research results worldwide. In order to be acknowledged as an appealing, high-quality university by international researchers, it is also vital that we create an environment in which individual researchers can freely pursue their research and can present their findings to the world.

2-2.Education: Cultivating Human Resources with Strong International Skills

Kyoto University has a responsibility to train and produce human resources with the strong international skills necessary to serve as global leaders: the ability to understand different cultures, the ability to conduct discussions and negotiations in English, and practically applicable expertise. We must also offer education of the highest global standard. To do so, Kyoto University is striving to foster the internationalism and problem-solving capabilities that are essential in global leaders through diverse initiatives such as enhancing the study abroad system for students, strengthening the system for accepting international students, increasing the number of courses taught in English wherein international students and Japanese students can learn together, ensuring quality, promoting educational cooperation with universities abroad, pursuing academic cooperation and student exchange agreements with universities overseas, forming international networks, and other activities.

2-3.International Service: Contributing to Harmonious Coexistence within the Human and Ecological Community on this Planet

As a comprehensive research university representing Japan, and as a member of the international community, Kyoto University must contribute to the international community in various ways through the results of its research and through the cultivation of human resources.

 

In particular, the university’s exceptional research results should be utilized in the search for solutions to the various issues facing mankind on a global scale, such as population issues, food supply issues, environmental issues, energy and resource issues, and medical issues. Through problem-solving research and development, the provision of medical personnel and technologies, the transfer of technologies abroad through international cooperative initiatives involving industry and academia, the training of global human resources (including international students) who can contribute internationally, and international networks that have been cultivated over decades, Kyoto University will utilize its comprehensive strengths to contribute to the global community.

 

3. Measures and Numerical Targets

We have established various measures as well as numerical and other targets in the areas of research, education, and international contribution.

3-1.Promoting Globally Competitive Top-Class Research

(1) Conduct international collaborative research with the world’s leading universities

It is extremely important to improve our position in the world university rankings, which is one indicator of international research capacity. We will strive to increase the number of multinationally authored academic papers and the number of citations, which are particularly heavily weighted among the index categories, and will promote collaborative research with competitive universities overseas.

 

(2) Strengthen support for sending young researchers abroad

We will encourage researchers to create international networks and develop an academically global mind by carrying out research at universities and other institutions overseas.

We will promote the overseas posting of young researchers (including doctoral students, post-doc students, and recipients of the Japan Society for the Promotion of Science (JSPS) Research Fellowship for Young Scientists) through the development and expansion of the John Mung Program (The Kyoto University Young Scholars Overseas Visit Program) and other initiatives.

 

(3) Enhance the organization and system for accepting international researchers and faculty members

In order to proactively recruit international faculty members, we will create the necessary environment for hosting international researchers and enhance the support systems that facilitate life at the university, starting with such infrastructure as housing for international researchers.

 

In addition, we will introduce a flexible employment system in terms of annual salary and other aspects, work to expand the global recruitment (note 1) of researchers, and at the same time we will proactively invite researchers to international symposia and other venues so that we can increase the number of short- and long-term international researchers (note 2) annually to 6,000 people and the number of international faculty members (note 3) to 500. (The number of international researchers working at Kyoto University in FY2011 was 2,950, and as of May 1, 2012, the number of international faculty members was 240.)

 

(4) Create one of the world’s top research centers

We will promote academic research that is on the cutting edge worldwide, gather top-class researchers from around the world, and promote the creation of a world-class research center that offers an exceptional research environment and high-level research.

 

(5) Improve the university’s reputation by convening international symposia and other events

In order to improve the university’s presence in the international community and contribute to the promotion of collaborative international research, we will aim to host approximately five international symposia annually as a way to strengthen the dissemination of our academic findings to the world, and improve our system for implementing educational and research cooperation with universities overseas.

 

(6) Strengthen our network with universities around the world

We will work proactively to create a global network by building upon the international consortia of universities in which Kyoto University already participates, including the Association of Pacific Rim Universities (APRU) and the Association of East Asian Research Universities (AEARU), and will strive to strengthen our collaboration with leading universities worldwide.

 

(7) Enhance the university environment to maintain a positive cycling of researchers (brain circulation)

Many researchers leave Kyoto University for positions overseas. To enable those researchers to return to Kyoto University and engage in teaching and research activities that fully utilize their experiences abroad, we will create and enhance the research environment, employment system, and other aspects to make our university more appealing internationally.

3-2.Cultivating Human Resources with Strong International Skills

(1) Increase the number of students studying abroad

Starting with the John Mung Program, we will implement a variety of study abroad programs (including short-term study abroad) by promoting the signing of student exchange agreements with institutions overseas, expanding the scholarship system, improving the pre-departure consultation system for students studying abroad, and other measures. Our objective is to have 600 students per year participate in medium- to long-term study abroad programs (235 students participated in FY2011) and 1,000 students per year participate in short-term study abroad programs (544 students participated in FY2011).

 

(2) Strengthen students’ English abilities

In order to produce capable leaders for the international community, our goal is to have 50 percent of our undergraduate students achieve a score of 80 or above on the TOEFL-iBT exam (or a 6.0 or greater on the IELTS)?a measure of English ability by the time they complete their studies.

 

(3) Promote international internships

We will work together with research institutions and corporations in Japan and abroad to increase the opportunities for students to participate in medium- to long-term international internships that will provide them with work experience overseas and help them develop a rewarding career path.

 

(4) Increase quality assurance for international students, as well as the number of students accepted and the number of countries and regions represented

We will create the appropriate university environment for receiving international students. In addition to defraying expenses through such measures as broadening the scope of students eligible for tuition exemption, we will enhance the support systems that facilitate life at the university, starting with such infrastructure as international student housing. Our objective is to have 4,000 international students enrolled in degree and other certificate-bearing programs at our university (note 4) (compared to 1,912 students in FY2012) and 300 exchange students (note 5) (170 in FY2012).

 

(5) Expand and improve the liberal arts and general education courses, and specialized courses taught in English

In order to further accelerate the internationalization of the education we offer and provide more opportunities for international students and Japanese students to study together, our goal is to conduct 30 percent of our liberal arts and general education courses, and specialized courses in English. (The ratio in FY2012 was 5.1 percent.)

 

(6) Provide lectures in English using information and communications technology (ICT)

We will promote education that utilizes ICT, for example through distance learning systems with Kyoto University’s overseas partner institutions.

 

(7) Establish an interfaculty course: “Japanese and Asian Studies in Kyoto”

We will establish an interfaculty course, “Japanese and Asian Studies in Kyoto” that will draw on the unique characteristics of our university’s location in Kyoto to deepen international students’ understanding of Japan and to enable Japanese students to talk about Japan in English. In addition to widely offering extracurricular lessons, we will at the same time expand Japanese language and culture education for international students.

3-3.Contributing to Harmonious Coexistence within the Human and Ecological Community on this Planet

(1) Contribute globally through education and research

We will strive to make international contributions through our efforts to produce talented, internationally oriented human resources (including international students), and through applying the results of our research to solving global-scale issues.

 

(2) Promote international cooperation between industry and academia

Through strengthened collaboration with leading universities overseas, the TLO (note 6), and others who have used Kyoto University’s outstanding research products, we will promote technology transfer and joint research with international corporations.

Furthermore, the individual exchanges entailed in international industry-university collaboration will enable us to promote the development of new research initiatives that draw on mutual understanding and a fusion of diverse cultures and fields, and that in turn will lead to the invigoration of our university education and the development of international human resources.

 

(3) Create a global industry-academia collaborative network

In order to promote the strategic acquisition of international intellectual property and pursue technology transfers, we will cooperate with leading universities in Europe, the United States, and elsewhere, as well as with the TLO, utilize think tanks to introduce corporate needs and provide intermediary services, make use of alumni associations, and take other steps to create global, sustained, and effective human networks as well as networks for gathering and disseminating information.

 

(4) International contribution through the Senior Academy System (SAKU)

We will institutionalize the Senior Academy of Kyoto University (SAKU), an organization comprised of Kyoto University’s professors emeriti, and will encourage international contributions by sending these scholars to overseas universities or to Kyoto University’s overseas centers.

 

(5) International medical contributions

We will encourage contributions to the international community by making medical staff and technology available to regions around the world where healthcare organizations and systems are inadequate.

3-4.Priority Measures for the Immediate Future

We have outlined a number of measures above that are to be implemented from the perspective of research, education, and international contribution, but among these, there are a number of categories that require our urgent attention, and we will proactively implement priority measures to address those areas immediately.

(1) Promote the internationalization of students, teachers, and staff

Providing substantial opportunities for students to study abroad is a critical mission for a university that seeks to nurture international citizens. Equally essential to the globalization of students is the internationalization of faculty and staff.

 

The John Mung Program is intended to address these objectives. It is a program that responds to an array of student needs by offering short- to long-term study abroad opportunities. In addition, with regard to overseas posting of faculty and staff, it includes a system to support the personnel costs and other expenses incurred by the department or division that is sending the person abroad. We intend to further develop and enhance this program.

 

By sending staff abroad, our objective is to increase their internationalism and increase the number of staff who are competent in English (a TOEIC score of 800 or above) to 140 people. (The number in FY2011 was 49.)

 

In addition, we intend to more broadly use the sabbatical leave system as a means to provide our faculty members with opportunities to conduct collaborative research at universities overseas.

 

(2) Engage with the world university rankings

The significance of the world university rankings, including the Times Higher Education (THE) World University Rankings, is at times called into question, and it is widely known that the evaluations themselves include various biases. However, because these rankings do have a certain impact on the response we receive from international partner universities, our ability to attract the best international students, and our ability to successfully obtain competitive funding, we cannot ignore them. As a result, we will strive to improve our rank because efforts to improve our position in the world university rankings will help to improve our university’s overall international strength.

 

The criteria used by THE and many other world university rankings include such research indices as the number of citations, the number of published academic papers, and the amount of competitive research funding the university has received. In terms of education, the indices include the ratio of PhD holders, and in terms of internationalization, the criteria are based on such statistical indices as the ratio of international faculty members and the ratio of international students. The reputation of the university’s research and education and the reputation of the companies hiring the university’s graduates also have a significant influence on the rankings. While being conscious of improving these types of external indices, we believe that for Kyoto University to remain a university that is trusted by people worldwide, it is above all critical that we aim to further invigorate our international collaborative research by securing exceptional researchers and students from Japan and abroad and by increasing the global mobility of students, researchers, and faculty members. In terms of international collaborative research, performance is measured by the ratio of academic papers that are coauthored by a multinational team of authors, and our objective is to raise our current rate of just under 30 percent to 60 percent by 2020. Our university will implement a range of structural and multilayered initiatives to meet that target. In addition, we will create an organization that is staffed with personnel who are highly data literate, allowing us to share data related to these internationalization indices on a daily and real-time basis, and to tie that data to our planning capability. That organization will take on the role of analyzing our world university ranking results, providing feedback within the university, and examining areas that require further improvement.

 

Through these types of efforts, we will strive to enter the top ten in the THE World University Rankings as a World Premier University (WPU).

 

(3) Improve the infrastructure necessary for the promotion internationalization

We intend to improve various types of infrastructure, including the housing facilities for international researchers and students, the ICT environment, and the signs on campus.

 

In terms of improvements to housing facilities, we will use diverse development methods, such as private funding, to create 800 housing units (currently, there are roughly 400 units), and we will introduce methods, including contracting the work to an outside company, for managing and operating the housing facilities that will contribute to improved service. Also, we will encourage the integration of international researcher housing and staff housing.

 

In order to support international students, we will promote increased use of English among the teaching and administrative staff, shift to online submission of admissions applications, consolidate the contact points for such things as consultations for international student admissions (to be done in conjunction with the expansion of the AAO (note 7)), and include English along with Japanese on KULASIS (note 8) for such things as course registration.

 

We will systematically promote a shift to English for various internal administrative documents for human resources, accounting, etc.

 

In order to support our university’s activities overseas, we will carefully select locations where our investment in facilities will be most effective, and our objective is to establish five overseas centers for the university as a whole. (As of April 2013, there are two.)

 

(4) Promote academic exchange agreements and student exchange agreements

Academic exchange and student exchange agreements are fundamental to the promotion of collaborative international research and to exchanges of people such as students and faculty members, but the number of such agreements Kyoto University currently has is small, even compared to other major universities in Japan. For that reason, in January 2013, we reviewed the criteria we use for signing such agreements, and are now working to facilitate a flexible approach to establishing agreements that considers regional diversity, future potential, and other factors. Our goal is to increase the number of academic and student exchange agreements with a target of 200 academic exchange agreements (as of September 2012, we have 93) and 150 student exchange agreements (69 as of April 2013).

 

(5) Strengthen our collaboration with overseas universities, research institutions, and corporations and improve the functions of that collaboration

In order to achieve technology transfer of our university’s intellectual property to companies overseas and to strengthen our collaboration with universities, research institutions, and companies abroad, it will require not only international knowledge and experience but also specialized knowledge, and it is therefore essential that we secure human resources who possess both attributes.

 

For that purpose, we will aggressively pursue the hiring and deployment of international legal staff (note 9) and international technology transfer staff (note 10), and at the same time we will expand our overseas centers, create close networks between our staff and the locally hired staff who have high levels of expertise, and proactively carry out technology transfers overseas.

 

(6) Expand and strengthen alumni associations overseas

In order to foster closer collaboration with Kyoto University alumni living overseas and to heighten the presence of the university abroad, we will work to enhance our alumni associations overseas and improve their operations. To that end, we will strive to strengthen our collaboration with our overseas centers and with our academic exchange partner universities, and will strengthen the associations’ functions centered on the promotion of cooperation between the alumni associations and the international students who have returned home.

 

(7) Enhance the risk management system

The university as a whole will strive to respond to the need for assistance in managing the risks that accompany internationalization, including risks for Kyoto University students and faculty members who travel overseas, as well as for international researchers and students who come to study at Kyoto University.

 

(8) Strengthen the structure for the promotion of international strategy and the administrative system

In order to strengthen the structure for promoting our international strategy and the international affairs-related administrative system, we will establish an organizational structure that strategically promotes internationalization. (For details, please see “5. Strengthening the Structure Necessary to Achieve Our Aims.”)

 

4. Encouraging and Supporting the Internationalization of Faculties, Graduate Schools, Centers, and Research Institutes

The promotion of Kyoto University’s internationalization builds upon a long history of efforts in each faculty, graduate school, center and research institute (hereafter, department), where numerous international exchange activities are carried out that reflect the unique characteristics of those departments’ education and research programs. Above all, exchanges of students and researchers through the Global Centers of Excellence (GCOE) Program and other initiatives have produced excellent results, and we expect to continue and expand those types of programs.

 

We expect that voluntary internationalization efforts by departments based on their trusted relationships with various universities and researchers in areas throughout the world will be further developed, and indeed our university’s internationalization will rely on those diverse international activities being conducted by the departments.

 

Kyoto University will provide support to facilitate the smooth expansion of international activities that have been implemented by the various departments to date.

 

For that purpose, the International Strategy Committee, which will be established to advise the Board of Executive Directors, must possess both strong implementation capabilities as well as a strong support and coordination function centered on the executive vice-president for international affairs. This is critical in order to ensure that the departments maintain their diversity while at the same time feeling unity with the university as a whole as we work to achieve our goals and carry out our International Strategy.

 

5. Strengthening the Structure Necessary to Achieve Our Aims

5-1.Strengthen the Structure for Promoting the International Strategy

We will strengthen the structure required to steadily promote our International Strategy with the objective of achieving the “true internationalization” of Kyoto University by 2020.

(1) In order to deliberate on the necessary measures for the internationalization of Kyoto University from a university-wide and mid- to long-term perspective and to then develop a plan for the implementation of those measures, we will establish the International Strategy Committee comprised of the relevant executive directors, and the deans and directors of departments such as the Institute for Liberal Arts and Sciences. This committee will advise the Board of Executive Directors.

 

(2) Regarding the Organization for the Promotion of International Relations (OPIR), a university-wide organization with the purpose of promoting international relations at Kyoto University, we intend to dramatically strengthen its functions, including its committees.

International Planning Function

The OPIR will analyze the university world ranking indices, consider strategies to improve the university’s standing, and carry out initiatives to implement those strategies. At the same time, based on the gathering and analysis of various data, it will propose plans for measures to improve the university environment for the internationalization of Kyoto University. In addition, it will plan and implement international symposia and other efforts to enhance our global network with other universities.

 

International Support Function

The OPIR will plan and implement a range of measures to send our students and researchers abroad and receive international students and researchers and will further strengthen its AAO functions.

5-2.Maintain and Strengthen the Functions of the Administrative Organization Structure for International Relations

We will strive to strengthen the functions of the entire university’s administrative organizations that provide support for Kyoto University’s international relations by reviewing their structure and making them more effective. Also, we will encourage the deployment and institutionalization of specialist staff to promote internationalization.

(1) In terms of the administrative structure related to international exchange and international students, we will strengthen the functions of the administrative organizations handling international relations, such as the central administration (International Affairs Division, Foreign Student Division) and the joint administrative offices, and at the same time we will strengthen the institutional cooperation between the central administration and the joint administrative offices. In the process, we will consider such measures as stationing international affairs staff in departmental offices, as well as the appropriate deployment of staff who can speak foreign languages (including external personnel) in order to strengthen our administrative functions.

 

(2) In order to facilitate the effective and efficient administration of international relations, we will encourage a centralized, integrated processing of tasks (including a shift to ICT) and the creation of manuals, and we will also provide training to improve the skills of our staff in order to strengthen our administrative functions. Also, from the perspective of internationalizing administrative procedures, we will begin preparing administrative and other documents in English, and in particular we will quickly begin offering KULASIS in both English and Japanese.

 

(3) In order to promote internationalization, we will strengthen the functions of the OPIR and will create a new organization of specialist staff whose focus will be on work related to international relations and project implementation. While strengthening cooperation with the Kyoto University Research Administration Office (KURA) and the departmental URAs (note 11), the activities of this organization will cut across the work of the OPIR and the divisions related to the Research and International Affairs Department.

5-3.Proactively Use ICT Technology for the Promotion of Internationalization

We will further promote internationalization through the application of ICT technology, including the dissemination of information to the international community; connecting with overseas universities and others through the Internet; and utilizing the vast amount of data produced through our education and research activities.

 

(1) Strengthen our ability to disseminate information to the international community

We will strengthen our ability to disseminate information by improving the university’s foreign-language web pages, and through the effective distribution of PR magazines in foreign languages.

 

Also, we will proactively disseminate research and educational content globally through Internet media such as foreign-language OCW (note 12) and MOOCs (note 13), and will enhance the opportunities to convey intellectual information from our university to researchers and students overseas.

 

(2) Create a global network relating to sustainable campuses

In order to maintain a sustainable and environmentally conscious campus, we will strengthen our cooperation with leading universities and networks in Europe, the United States, and elsewhere. More specifically, we will create a website to disseminate information to the world about Kyoto University’s own efforts to maintain a sustainable campus, and we will convene international conferences with the participation of leading universities from throughout Japan and the world.

 

(3) Proactively apply ICT technology to advance the international strategy

We will also proactively apply ICT technology to the promotion of internationalization in various other ways, including the utilization of databases of education and research activities for the gathering and analysis of various internationalization index data that will be important in carrying out our international strategy; the use of analytical tools to examine international university trends; the management of tasks related to incoming international researchers and students and statistical data management; and the implementation of lectures and meetings via the Internet with universities and other institutions overseas.

Notes

1: Because methods of global recruitment vary depending on department and field, it is difficult to create one unified definition, but at a minimum, it requires the fulfillment of two criteria: (1) the formulation of recruitment guidelines in English (and other languages), and (2) the posting of those recruitment guidelines in a medium that is easily accessible overseas.

2: The number of researchers received according to calculations by the Ministry of Education, Culture, Sports, Science and Technology (MEXT) based on their annual “Survey of International Research Exchange.” Specifically, it is the total number of international teaching and research personnel employed by Kyoto University (including part-time employees) and the international researchers who are invited to come to Japan for joint research, academic conferences, lectures, symposia, etc. However, if a visiting researcher who was invited to Japan by another university is invited to lecture at Kyoto University, if a researcher from a corporation is invited to lecture, or if the reason for the visit is something other than research-related activities (e.g., a courtesy call), then they are not counted in this figure.

3: This represents the number of international faculty members included in the annually published Kyoto University Profile (Japanese version). Specifically, it is the total number of regular teachers (foreigners) employed under the Kyoto University Employment Regulations for Teaching Staff; program-specific fixed-term teachers (foreigners) employed under the Kyoto University Employment Regulations for Program-Specific Fixed-Term Teaching Staff [including program-specific researchers]; and visiting lecturers employed under the Kyoto University Employment Regulations for Visiting Lecturers.

4: This represents the total number of international students who are enrolled in our university for the purpose of earning a degree or completing specific research content. More specifically, it is the sum total of international students who are enrolled in the undergraduate or graduate programs of Kyoto University as regular, degree-seeking students, and those among the research students who are international students or short-term international exchange students.

5: The number of exchange students includes international students who are undertaking short-term courses at Kyoto University under our exchange agreements with partner universities, but who remain enrolled in their home university overseas and intend to return to and earn their degree from that home institution. More specifically, it is the combination of special research students and special auditing students accepted under our exchange agreements with partner universities.

6: TLO is the abbreviation for the Technology Licensing Organization, a legal entity that licenses the research products of the university’s researchers and transfers that technology to corporations. Kyoto University has a basic contract for technology transfer with Kansai TLO and commissions Kansai TLO to handle license marketing (technology transfer) on its behalf. 

7: The AAO is the Admissions Assistance Office, which was established to facilitate application and admission procedures for international students seeking to enroll in Kyoto University as research or graduate students.

8: KULASIS stands for Kyoto University’s Liberal Arts Syllabus Information System, a web-based system for the processing and transmission of students’ course registrations and academic results, which allows course information to be posted online, lets students register for courses online, and handles academic results-related data (teachers can manage academic results and students can check them online).

9: This refers to a member of staff (a qualified attorney or someone with equivalent qualifications) who can understand and modify the provisions and terminology in English-language contracts with overseas institutions and who can negotiate contracts with those institutions.

10: A member of staff (an individual who is well-versed in international business) who can negotiate with overseas institutions with regard to licenses and other issues related to intellectual property (e.g., patents) held by Kyoto University.

11: URA is the abbreviation for University Research Administrator, personnel who work with researchers to plan and manage research activities and promote the application of research findings. In doing so, they carry out research support tasks that help to invigorate researchers’ work and strengthen the management of R&D efforts. At Kyoto University, in addition to having established the Kyoto University Research Administration Office (KURA) in the central administration, departmental URAs are deployed in the administrative offices of each campus, creating coordinated networks and supporting research. 

12: OCW refers to OpenCourseWare, a project to make educational materials that are actually used within the university publicly available on the Internet. Not only people related to the university, but high school students, people in the community, people overseas, and others can benefit from Kyoto University’s educational content, with the goal of opening the university’s gates to a wider range of people.

13: MOOCs stands for massive open online courses. Unlike OCW, the MOOC system entails homework and tests, and depending on the circumstances, may result in the issuance of a certificate of completion.

 

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