Summary

The University of Twente (UT) positions itself as the entrepreneurial technical university, characterised by its ‘High Tech, Human Touch’ profile. In 2025, UT operated in a highly dynamic context marked by financial pressure on higher education, geopolitical uncertainty, and changing national policies. Governance bodies worked closely together to safeguard continuity, quality and accountability. The Executive Board, Supervisory Board and University Council navigated complex decisions, including necessary reorganisations at several units. While these measures had a significant impact on the organisation and on individual level, they contributed to increased strategic focus and a healthier finance. The university focused on reinforcing its organisational resilience and sharpening its strategic direction. A central milestone was the preparation of the Institutional Plan 2026–2032, which articulates UT’s ambition to further develop into a fourth‑generation university that is strongly embedded in society.

Mission, Vision and Strategic Priorities

UT’s mission is to educate future‑oriented professionals and generate knowledge and innovation that contribute to a fair, sustainable and digital society. The Institutional Plan 2026–2032 translates this mission into a coherent long‑term strategy centred on societal challenges, interdisciplinary collaboration and close interaction with public and private partners. Strategic focus areas include Health, Climate, Safety & Security, and Chip Technology. Education, research, innovation and Lifelong Learning are increasingly approached as mutually reinforcing domains that together enhance societal impact.

Education and Talent Development

In 2025, UT maintained a strong focus on educational quality and relevance, despite financial and demographic pressures. Student satisfaction remained consistently above national averages, and several programmes were recognised as top‑ranked. The Twente Education Model (TOM) and Challenge Based Learning continued to support multidisciplinary learning and close engagement with real‑world challenges. In parallel, UT took important steps toward structurally embedding Lifelong Learning as a core activity, strengthening its contribution to upskilling, reskilling and (regional) labour market needs.

Research, Innovation and Societal Engagement

Research and innovation activities at UT are driven by societal relevance and scientific excellence. In 2025, a renewed Research & Innovation Strategy was adopted, emphasising team science and interdisciplinarity. UT continued to perform strongly in terms of publications, doctorates awarded and external funding, while research infrastructures such as NanoLab and TechMed enabled collaboration with industry, healthcare partners and public authorities. Through open science practices and co‑creation with stakeholders, UT actively connects knowledge development to societal application.

Organisation, People and Social Safety

The year 2025 placed considerable demands on staff and leadership due to organisational changes and increased workload. UT responded by strengthening its focus on social safety, inclusion and sustainable employability. Investments were made in leadership development, well‑being programmes and professional growth, recognising that people are central to institutional performance and long‑term resilience. These efforts underpin UT’s ambition to remain an attractive employer and partner in a competitive academic environment.

Campus Development, Sustainability and Digital Transformation

UT continued to invest in a sustainable and future‑oriented campus, with the ambition to achieve climate neutrality by 2030. Measures focused on energy efficiency, circular resource use and responsible infrastructure development. Digital transformation accelerated across education, research and operations, including the responsible application of AI and data‑driven decision‑making. Particular attention was given to cybersecurity, data governance and digital autonomy, reflecting both societal expectations and regulatory requirements.

Financial Performance and Institutional Continuity

Financially, 2025 marked a positive turning point. Although a deficit had been budgeted, UT closed the year with a positive consolidated result, strengthening solvency and liquidity. This outcome was supported by cost control, improved financial steering and incidental effects. At the same time, structural financial challenges remain, driven by declining student numbers and uncertainty in public funding. The multi‑year outlook therefore combines continued financial prudence with targeted strategic investments aligned with institutional priorities. We also see the need to further strengthen our budgeting, forecasting, and follow-up actions.

Risk Management and Outlook

UT operates in an increasingly complex risk landscape, including geopolitical developments, policy uncertainty, cyber threats and demographic trends. Risk management is integrated into planning and control processes and supported by scenario analyses and continuous monitoring. Looking ahead, UT remains committed to resilience, adaptability and collaboration. By strengthening partnerships with governments, industry, knowledge institutions and society at large, the university is well positioned to contribute meaningfully to regional, national and international agendas in the years to come.