東北大学国際連携推進機構
2020年3月

2019

2019
東北大学グローバルイニシアティブ構想諮問会議（東北大学国際アドバイザリーボード）2019年度開催報告書

2019

東北大学グローバルイニシアティブ構想諮問会議（東北大学国際アドバイザリーボード）
2019年度開催報告書

目次

1.

2019 年度会議実施概要

1

2.

Report of the Tohoku University International Advisory Board 201953.

東北大学国際アドバイザリーボード報告書 2019（仮訳）

17

4.

発表資料
・Current status, vision and actions of Tohoku University towards 2030
大野英男

総長

・International Strategy
山口昌弘

39

副学長

・Internationalization of Education
滝澤博胤

理事・副学長末松和子

総長特別補佐・Research, Doctoral Education, Young Researchers
早坂忠裕

29

理事・副学長5265

東北大学グローバルイニシアティブ構想諮問会議（東北大学国際アドバイザリーボード）2019 年度会議実施概要
1.

日時： 2019 年 10 月 3 日（木）・4 日（金）2.

場所： 東北大学 片平北門会館 エスパス

3.

参加者

（1）東北大学国際アドバイザリーボードメンバー

International Advisory Board
1

Professor Michael Arthur

President & Provost
University College London
Deputy Vice-Chancellor (Academic and Undergraduate)

2

Professor Richard Jamesand Deputy Provost
The University of Melbourne
Mori Arinori Center for Higher Education and Global

3

Professor Hiroshi Ota

Mobility,Research and Development Center for Higher
Education, Hitotsubashi University

4

Professor Qi-Kun Xue

Vice President for Research
Tsinghua University
Vice-President for International Development, Special

5Dr. Marie Pierre Favre

Advisor to the President
INSA Lyon
Heidelberg Center for Transcultural Studies (HCTS) and6

Professor Dr. Harald Fuess

Heidelberg Graduate School for the Humanities and Social
Sciences (HGGS)Heidelberg University

7

Professor Fumio S. Ohuchi

8

Ms. Kumiko Obino

9

Dr. Joël Gallegos

Department of Materials Science and Engineering
University of Washington
PresidentInteract Japan Inc.
Assistant Provost for International Programs
The University of North Carolina at Charlotte― 1 ―（２）東北大学

Tohoku University
1

Hideo Ohno

President

2

Takafumi Aoki

Executive Vice President for Strategic Planning, Provost

3

Hirotsugu Takizawa

4Tadahiro Hayasaka

5

Toshiya Ueki

6

Masahiro Yamaguchi

7

Noriko Osumi

8

Yoshitaka Kasukabe

Vice Director, Global Learning Center9

Kazuko Suematsu

Vice Director, Global Learning Center

10

Akiyoshi Yonezawa

Professor and Vice-Director, International Strategy Office

11

Yukako Yonezawa

Associate Professor, Global Learning Center

12

Rintaro Ohno

Senior Assistant Professor, Strategic Planning Office13

Masako Nyui

Director, Global Engagement Division

14

Tadasuke Yoshigoe

Director, Student Exchange Division

Executive Vice President for Education and Student
SupportExecutive Vice President for Research
Executive Vice President for General Affairs, Financial
Affairs and International Relations
Vice President for Education Reform and Global
Engagement
Vice President for Public Relations and Promotion ofDiversity

― 2 ―

4.

プログラム

Thursday, October 3rd
Chair: Prof. Toshiya Ueki, Executive Vice President
10:00-10:05
10:05-10:10
10:10-10:35

Opening remarks
Hideo Ohno, President
Introduction of Board Member
Current status, vision and actions of Tohoku University towards 2030
Hideo Ohno, PresidentInternational Strategy

10:35-11:00

Masahiro Yamaguchi, Vice President for Education Reform and Global
Engagement

11:00-11:10

BreakInternationalization of Education

11:10-11:30

Hirotsugu Takizawa, Executive Vice President for Education and Student
SupportKazuko Suematsu, Vice Director, Global Learning Center

11:30-11:50

Research, Doctoral Education, Young Researchers
Tadahiro Hayasaka, Executive Vice President for Research

11:50-12:30

Discussion

14:00-14:15

Classroom observation

14:20-14:50

Discussion with students

14:50-15:00

Break

15:00-15:40

International Graduate Programs in Humanities and Social Sciences― 3 ―16:00-16:30

Visit: International Research Institute for Disaster Sciences (IRIDeS)

16:45-17:25

Visit: International Mechanical and Aerospace Engineering (IMAC-U, G)

Friday, October 4th
09:00-10:30

Closed meeting among board members

10:30-10:50

Break

Chair: Prof. Toshiya Ueki, Executive Vice President
10:50-11:20

Feedback from the advisory board

11:20-11:50

Discussion

11:50-12:00

Concluding Remarks
Hideo Ohno, President― 4 ―Report of the Tohoku University
International Advisory Board
2019

The 2019 meeting of the International Advisory Board
The 2019 meeting took place on 3-4 October 2019. The Advisory Board welcomed theopportunity to meet with students and staff and benefitted from concise documentation
provided prior to the meeting.
The Advisory Board members are honoured by the opportunity to offer advice on advancing
Tohoku University’s International Strategy and pleased to present this report to the
President of Tohoku University, Professor Hideo Ohno.
Professor Michael Arthur
Chair, Advisory Board
5 February 2020

Advisory Board Members
Professor Michael Arthur

President & Provost,
University College London

Professor Richard James

Deputy Vice-Chancellor (Academic and Undergraduate) and
Deputy Provost,
The University of Melbourne

Professor Hiroshi Ota

Mori Arinori Center for Higher Education and Global Mobility,
Center for General Education, Hitotsubashi University

Professor Qi-Kun Xue

Vice President for Research,
Tsinghua University

Dr. Marie Pierre Favre

Vice-President for International Development, Special Advisor
to the President, INSA Lyon

Professor Dr. Harald Fuess

Heidelberg Center for Transcultural Studies (HCTS) andHeidelberg Graduate School for the Humanities and Social
Sciences (HGGS), Heidelberg University

Professor Fumio S. Ohuchi

Department of Materials Science and Engineering,
University of Washington

Ms. Kumiko Obino

President,Interact Japan Inc.

Dr. Joël Gallegos

Assistant Provost for International Programs,
The University of North Carolina at Charlotte― 6 ―Summary of recommendations and suggestions
Area
1. Organisational arrangements
and organisational chart
2. Communicating theinternationalisation imperative,
vision and strategy
3. Establishing Key Performance
Indicators (KPIs) for themeasurement of progress
4. Influencing government
policy5. Identifying the focus of
excellence
6. Attracting, recruiting andretaining international faculty

7. Boosting international
student recruitment
8. Two approaches to Englishtaught degree programs
9. Development of the
University’s administrative staff

10. Achieving better integrationof domestic and international
students
11. Building an alumni andendowment culture
12. Listening to and working
with industry
13. Understanding thestatus/relevance ofinternational rankings for
Tohoku University

Recommendations or suggestions
Create greater clarity on the roles and responsibilities forinternationalisation for the benefit of the Tohoku University
community.
Communicate more widely the international character andaspirations of Tohoku University, emphasizing thatinternationalisation is key to the University’s social
responsibility and community engagement.
Develop and publish KPIs that are relevant and specificallyaligned with the University’s internal priorities forinternationalisation.
Continue the efforts to influence government policy in relation
to the joint cap on the enrolment quota for domestic andinternational students.
Give consideration to the importance of Tohoku University
being known for excellence in a wider range of research fields,
including the humanities and social sciences.
Continue efforts to recruit international talent, with attention
to retention, promotion and reward; expand the Early Career
Researcher scheme across disciplines; and utilise formal
affiliations with partner universities for international
engagement.
Develop a more commercial orientation to undergraduate
international student recruitment explore the possibilities forrecruitment of Japanese students from the sizeable Japanesediaspora around the world.
Consider developing hybrid programs consisting of academic
courses taught in English and practical Japanese language
courses, which may be attractive for prospective international
students.
Explore various possibilities, including: exchanges andprofessional development programs provided by the private
sector; the appointment of foreign staff to strategic senior
roles; and administrative staff mobility between partner
universities among international office staff and other areas.
Design programs that bring students together on campus andoff campus for purposeful and immersive intercultural andcross-cultural experiences.
Alumni engagement and the development of philanthropy
should be treated as high priorities with appropriate levels offinancial investment.
Boost links with corporate partners and improve understandingof the skills required by employers.
Consider whether Tohoku University might align its strategy
with specific rankings metrics, noting that the Times Higher
Impact rankings might provide a natural alignment with
Tohoku University priorities and areas of strength.

― 7 ―14. Focusing the academic
exchange agreements withforeign institutions
15. Encouraging more domestic
students to benefit fromstudying abroad
16. Partnerships with theprivate sector

Continue to review activity levels with agreements to ensureviability and perhaps develop a clearer stratification orclassification of the purposes and depth of the relationships
with partner institutions.
For longer terms programs, give attention to appropriate
incentives, including credit transfer and the removal of delays
in degree completion times, and ensure students areadequately prepared prior to experience. Also actively
encourage shorter-term (1-2 week) study abroad programs.
Utilise partnerships with the private sector to expand
international education and improve its quality, throughoptions such as international student recruitment, language
training (foreign languages for Japanese students and theJapanese for international students) and study abroad
arrangements.

― 8 ―THE CONTEXTInternationalisation is integral to the future of Tohoku University as a leading Japanese
research university
The Advisory Board begins its observations by re-affirming the importance for Tohoku
University of its ongoing internationalisation. As a Designated National University, Tohoku
University is a leading Japanese university and a fine global university. It has an obligation to
be influential on the world stage, contributing to the solution of common issues andpreparing graduates who will be leaders in a complex and challenging world. This can only
be achieved through extensive international engagement and presence.
Tohoku University is already an international university with a significant profile. But thenext stages involve the broadening and deepening of its international character, reputationand influence. We believe Tohoku University has created a sound platform for taking its
internationalisation to the next level.
The progress that has been madeThe members of the Advisory Board who participated in the 2016 meeting were impressedby the commitment and allocation of resources over the past three years. Tohoku University
is to be praised for the capability and capacity building that has taken place. Many of thedevelopments are grounded in the research foci and research intensity of the University.
The advances since 2016 include:• investment in infrastructure, including the development of student accommodation;• the growth in high-quality graduate programs, and advances also in undergraduate
programs;• The widening of training for faculty; and• The focussing of institutional collaborations on high-level strategic partnerships.
A next phase of internationalization: the ambition needed for the next steps
Tohoku University could be an exemplar of the internationalisation of Japanese higher
education. To achieve this requires some courage, for it involves thinking ofinternationalisation as central and embedded within the University – this has been
described as moving from transactional (e.g. quantitative expansion) to transformative (e.g.
qualitative improvement) thinking.
Tohoku University is presently moving towards more autonomous direction setting and alessening of direct government oversight of its future. The Japanese government has
assertively promoted and funded internationalisation in higher education, for several
reasons, including population demography, global competition and industry needs. Tohoku
University has demonstrated its ability to respond successfully. It is time for Tohoku
University to confidently assert its own priorities for internationalisation.
At the same time, Tohoku University is balancing an historic organizational culture ofdevolution and Faculty independence with the contemporary need for central, whole-of-― 9 ―university strategy and leadership. The second phase of internationalisation, if that is theappropriate way to describe it, involves considerable reflection on any existing constraints
imposed by institutional culture and accepted practices and ways of doing things. Existing
beliefs do need to be challenged to go to the next level. This would require a very strong
roadmap and narrative that emphasises the shared University-wide responsibility to achieve
the necessary ‘buy-in’.
In many ways, internationalisation is not a goal in itself but a means for improving thequality and relevance of research and teaching. Internationalisation is potentially a vehicle
for wider change within Tohoku University, it is an outward-looking tool to support the
University’s social engagement and responsibility — locally, nationally and globally
OBSERVATIONS, RECOMMENDATIONS AND SUGGESTIONS
1. Organisational arrangements and organisational chart
The Advisory Board continues to find it somewhat difficult to understand the organisationalarrangements supporting the international strategy. While we received an organisational
chart, which shows great efforts to boost international activities and partnerships throughdiverse frameworks throughout the institution, including several administration offices,institutes, divisions and offices dedicated to international affairs and activities, therelationships between these remain unclear to us as outsiders. We accept that this might
be much clearer internally for the Tohoku University community, so we do not wish to overemphasise this issue but we do note that casual interactions with staff during the Board
meeting suggest there could be better clarity.
We can identify leadership roles and administrative arrangements that include:
Executive Vice-President for International relations
Vice-President for Global engagement
Administration bureau-General affairs and planning department/ Global engagement division-Education and student support department/ student exchange divisionInternational strategy officeInstitutes/organizations- Global learning center- International joint lab. Center (Organization for advanced studies OAS)
- Organisation for international initiativeso Office for international initiativeso Office of Japan-Russia relations.
We wonder how these functions are integrated? Could the integration be made clearer for
the Tohoku University community?

― 10 ―

2. Communicating the internationalisation imperative, vision and strategy
The depiction of Tohoku University as an international university, both internally andexternally, is important in establishing expectations and achieving support for alignment
with strategic activities.
The vision articulated in the strategy for the internationalisation of Tohoku University isclear and focused. It includes education with a global perspective, cutting-edge research,cross-border university-industry collaboration, and solving worldwide social challenges. We
believe it would be worthwhile to communicate more widely the international character
and aspirations of Tohoku University, emphasizing that the internationalisation of the
University is key to its contemporary social responsibility and social engagement. Thismessaging could involve both internal and external signals through a coordinated marketingand public relations campaign. In the case of internal communication, the vision, objectives,and goals of internationalisation at the leadership level should be cascaded and delegatedto department and offices (faculty and staff members) initiating and supporting theircommitments and action plans for Tohoku University’s internationalisation.
3. Establishing Key Performance Indicators (KPIs) for the measurement ofprogress/performanceNot everything that is worthwhile can be measured, nonetheless quantitative measurement
does have its places. While the measurement of some aspects of internationalisation isadmittedly imperfect, there will still be benefits in developing explicit KPIs.
We note that various performance indicators are used for reporting in relation to
government requirements, such as Top Global University and the Mid-term Goals and Plans
to be submitted every six years for the award of the basic operational funds from thegovernment. The Board also suggests the University frame internal KPIs that are relevant
and specifically aligned with its own university mission and internationalisation strategy.
This might involve defining careful categories and the collection of data linked to thestrategy, to measure efficiently, to utilize strategically, and to permit benchmarking withother institutions.
4. Influencing government policy
The Advisory Board notes the significant limits imposed by policy that places a joint cap on
the enrolment quota for domestic and international students. We note and applaud theefforts by Tohoku University leadership to influence government thinking and are pleased
that there is optimism that policy changes might be forthcoming in the near future.
5. Identifying the focus of excellence
Tohoku University’s internationalisation and its overall vision and strategy appear toemphasise the STEM fields. This is highly understandable, but the Advisory Board wonders
about the importance of Tohoku University being known for excellence in a wider range of
research fields, including the humanities and social sciences. This question is raised mindfulthat determining the fields on which to focus, and in which to invest, is an ongoing planningchallenge for many universities. Japanese Studies can be strategically considered for one ofthose focused fields since it appears that other universities selected for the Top Global
University Project do not pay particular attention to that discipline.

― 11 ―

6. Attracting, recruiting and retaining international faculty
There remains an ongoing need for a strategy to recruit good international talent. Moresystematic international recruitment is needed, for the proportion of international staff
appears to be remaining relatively steady at seven per cent. This will require attention tostaff retention, promotion and reward. The Board notes there are indeed significant costs
in recruiting top-flight researchers. The Board commends the Early Career Researcher
scheme, which could be expanded across disciplines.
Of course internationalisation is not only about hiring international faculty from abroad, fora degree of internationalisation can be achieved through the formal affiliations with partner
universities. For example, we note that several Tohoku University faculty have been
appointed as Affiliate Professors at the University of Washington through the University ofWashington-Tohoku University: Academic Open Space. With these affiliate appointments,
staff can formally join research proposals, jointly publish articles and offer lectures at the
University of Washington.
7. Boosting international student recruitment
The recruitment of international undergraduates is presently at low levels. The Advisory
Board is interested in how Tohoku University might, over time, develop a more commercial
orientation and specific action plans for its international student recruitment incollaboration with the private sector, such as recruitment agents and language schools.
Pathway programs with private service providers can be considered as part of theinternational student recruitment strategy. Spending more per capita on international
students, as is presently the case with, for example, costly entrance examinations provided
in other countries, will not allow for sustainable growth. This will require a significant
change in the cost structures.
We note that the recruitment of Japanese students who are either born or raised in the
countries other than Japan could be worth pursuing. There is a sizeable Japanese diaspora
around the world, including in Brazil but also in the large communities of Japanese andJapanese-American families in major north American cities, such as in the Greater Seattle
area. These communities have high achieving students eligible to enter Tohoku University
through the “Global Entrance Examination”. Recruiting these students could have a direct
positive impact on the domestic students in various ways.
8. Two approaches to English-taught degree programs
The curricula of English-taught degree programs in the STEM fields can be fully delivered in
English. However, English-taught degree programs in humanities and social sciences needJapanese language courses for international students embedded in their curricula tosupport student retention and careers in Japan upon graduation, as Japanese companies
still seek Japanese language skills. In other words, a hybrid program consisting of academic
courses taught in English and practical Japanese language courses should be more attractive
for prospective international students. Successful examples of this approach include
Ritsumeikan Asia Pacific University, where no Japanese language ability is required atadmissions but is required for graduation.

― 12 ―

9. Development of the University’s administrative staff
The development of Tohoku University at an international level involves professional
development for the University’s administrative staff as well as Faculty, for many
administrators have an influential role in shaping practices. We note that Tohoku University
has experienced and highly professional international education staff who add great value
to the institution. This is an asset to be nurtured.
Various possibilities for further staff development might be considered, including exchanges
and professional development programs provided by the private sector. It may also be
worth considering the appointment of experienced foreign staff to strategic senioradministrative roles.
In addition to the private sector, administrative staff mobility can be implemented between
partner universities among international office staff and other support services. This is an
excellent way to improve English language, to benchmark and ‘job shadow’, and to gain
additional skills and competences in a cross-cultural environment and at the same time toenhance a strategic partnership.
10. Achieving better integration of domestic and international students
The Advisory Board has the impression that more efforts might be needed to design
programs more systematically so that Tohoku University can bring students together on
campus (in classrooms, extracurricular activities, and residence halls) and off campus (local
community outreach programs) in more fruitful and productive ways. This could include thedesign of purposeful and immersive intercultural and cross-cultural experiences.
11. Building an alumni and endowment culture
The Advisory Board notes that alumni engagement is a wider strategic issue for the
University, as is the cultivation of philanthropy. It is a lengthy journey to develop alumni/philanthropy/endowment activity but this does need to be nurtured and harnessed.
This requires a dedicated professional team and a university wide commitment to develop
and support this function. The concept of ‘return on investment’ is of paramountimportance to convincing a university community to go in this direction. The commonest
mistake is to underinvest in this function.
International student alumni may over time prove to be a valuable resource for Tohoku
University, particularly in assisting to recruit new international students.
12. Listening to and working with industry
Tohoku University’s links with industry will partly define its ambitions forinternationalisation. Boosting links with corporate partners and understanding the skills
required by employers and what the institution is presently supplying may reducemismatches of expectations.
13. Understanding the status/relevance of international rankings for Tohoku University
It is not clear to what extent Tohoku University presently focusses, or should focus, on a
strategy for ‘climbing’ the international rankings schema. To what extent should Tohokualign its strategy (including Japanese government expectations) with rankings metrics andprocesses. Can particular rankings schema appropriately reflect the “raison d’être”― 13 ―(fundamental purpose) of Tohoku University? The goals and activities of Tohoku University
appear well aligned with the United Nations’ Sustainable Development Goals (SDGs). We
note that Tohoku University participated to a limited extent in THE Impact Rankings in 2019(being ranked 17th on “Industry, Innovation and Infrastructure”) and are preparing for fullparticipation in the coming next round in a full scale. This participation is worthwhile.
14. Focusing the academic exchange agreements with foreign institutions
At the whole University level the number of agreements has expanded over the years (155
in 29 countries in 2011, 197 in 32 countries in 2015, and 229 in 36 countries in 2019).
Similarly, at the department level: 378 institutions in 47 countries in 2015, 472 institutionsin 62 countries in 2019. That is a total number of agreements approaching 700. The Board
wonders if all of these agreements remain active and whether there is an assessment of theactivity and a review process. The stratification of partner institutions ranging from strategic
or comprehensive ones through to those only for student exchange could be considered.
15. Encouraging more domestic students to benefit from studying abroad
Clearly a major thrust for Tohoku University involves facilitating more domestic students tostudy abroad particularly semester-long and year-long programs. As is already recognised
by University management, this requires attention to appropriate incentives, including
credit transfer and the removal of delays in degree completion times. As well, preparationis needed pre-experience, for example, TOEFL/IELTS preparation programs and academic(study) skills in English programs and post-experience, for instance, career placement
support for students who have studied abroad. Furthermore, the learning outcome
assessment of study abroad programs is needed not only to identify participants' growth
and accomplishments but also to improve the quality of those study abroad programs.
Many assessment tools such as IDI and BEVI are available for such purposes.
In 2016, the main obstacles were finance, feeling insecure, lack of language proficiency, anddelays to graduation time. According to the most recent student survey in 2017, “Reasonsfor being hesitant about studying abroad” are as follows: economic burden (54.0%); lack ofskills in foreign languages (52.6%); delay of their graduation date (22.6%), concerns aboutliving abroad (24.7%) and Japan's level of comfort and safety (16.4%)
The issues involved with credit transfer and delay in degree completion times for longer
term programs might be mitigated in shorter-term (even one or two weeks) study abroad
programs. Students who participate in shorter term programs can change their thinking
processes and perspectives rapidly. In particular, students participating at early stages intheir degrees may experience strong impacts on their future directions. So short-term
mobility may be a good way for a first international exposure and cross-cultural awareness,and participants may then feel more self-confident and might want to travel for longer
periods later on.
16. Partnerships with the private sector
To expand international education and improve its quality, partnerships with the private
sector are recommended as effective options. International student recruitment, language
training (foreign languages for Japanese students and the Japanese for international
students) and study abroad arrangements and preparations can be carried out effectively by― 14 ―

external partners who have people with the expertise and specialist skills. Thus, it is too
costly if the University implements these activities alone (that is, only with its own staff).
Documents provided to us report exchange events for international students and foreigninvestment companies targeting future career in global companies. We note that theCenter for Career Support provides individual career support services and various exchange
events with companies, including the foreign ones, for both domestic and international
students.

― 15 ―

東北大学
国際アドバイザリーボード
報告書
（仮訳）

2019 年― 17 ―

国際アドバイザリーボード 令和元（2019）年会合
2019 年国際アドバイザリーボードの会合は、2019 年 10 月 3 日・4 日に開催された。アドバイザリーボードは、学生や教職員と会う機会があったことを歓迎する。また、会合の前に提供された簡潔な文書が役立った。
アドバイザリーボードのメンバーは、東北大学の国際戦略を推進する上でアドバイスを行う機会を得たことを光栄に思い、大野英男東北大学総長に本報告書を提出する。
マイケル・アーサー教授
アドバイザリーボード委員長
令和 2(2020)年 2 月 5 日
アドバイザリーボード委員
マイケル・アーサーリチャード・ジェームズ
太田浩薛其坤

マリー・ピエール・ファーブル

ユニバーシティ・カレッジ・ロンドン
学長兼プロボスト、教授
メルボルン大学
副学長（学術・学士課程担当）兼副プロボスト 教授
一橋大学
森有礼高等教育国際流動化機構全学共通教育センター教授
清華大学
研究担当副学長 教授
INSA リヨン
国際開発担当副学長、学長特別顧問 博士
ハイデルベルク大学

ハラルド・フース

トランスカルチャー研究センター（HCTS）・人文社会科学研究
科（HGGS）教授

大内二三夫
帯野久美子
ジョエル・ガレゴス

ワシントン大学
材料科学工学科教授
株式会社インターアクト・ジャパン
代表取締役
ノースカロライナ大学シャーロット校
副プロボスト（国際プログラム担当）― 18 ―

推奨・提案の要約
領域

推奨・提案

1. 組織の体制・機構の整備

東北大学のコミュニティに裨益するよう、国際化の役割と責任を明確にする。

2. 国際化の必要性、ビジョ

大学の社会的責任とコミュニティへの関与の中核的役割を

ン、戦略を伝える

国際化が担っていることを強調し、東北大学の国際的な特性と目指す方向性とを広範に伝える。

3.進捗測定のための主要業

大学の国際化に関わる学内優先事項に沿った適切かつ績評価指標（KPI）を確立する

独自の主要業績評価指標（KPI）を開発し、公開する。

4.政府の政策に影響を与える

国内学生・留学生の入学定員のあり方に関して政府の政策に影響を与える努力を続ける。

5.卓越のための重点を定める

東北大学が人文社会科学を含む幅広い研究分野で卓越していることが知られていることの重要性を考慮する。

6.国際的な教員を惹き付け、勤続、昇進、報酬に注意を払い、国際的な人材を獲得す獲得し、引き留める

る努力を続ける。若手研究者獲得の取組を幅広い学術分
野に拡大し、パートナー大学と連携して国際クロスアポイン
トメントを活用する。

7.留学生の募集を促進する

学士課程での留学生募集のあり方を、商業的な方向性も考慮して開発し、世界に相当数存在する在外邦人や日系人などの募集を強化する可能性を探る。

8.英語学位プログラムへの 2

留学生にとって魅力的だと思われる、 英語での教育課程

つのアプローチと実践的な日本語教育とを組み合わせた学位プログラムの開発を検討する。

9.大学職員の育成

民間セクターが提供する交流・専門能力開発プログラム、
戦略的上級職への外国人スタッフの任命、国際関係その他の部署において、パートナー大学との職員の人事交流など、さまざまな可能性を探索する。

10.国内学生と留学生との統意図が明確で魅力ある異文化体験をもたらす学内外での合を促進する

共修プログラムを設計する。

11.同窓生、基金の文化を構

同窓生のエンゲージメントとフィランソロピー活動の発展

築するは、適切な水準の財務投資を行うべき優先事項として扱われるべきである。

12.産業界の声に耳を傾け、企業とのパートナーシップを発展させ、雇用主が要請する協働するスキルへの理解を向上させる。

― 19 ―

13.国際ランキングにおける東東北大学が特定のランキングの手法に戦略的に対応して北大学の位置づけとその妥いくかどうかを検討する。Times Higher Education のインパ当性を理解する

クトランキングは、東北大学の優先事項や強みの領域と整合する可能性があることに留意する。

14.外国大学・機関との学術階層化や分類などを進めながら、協定大学・機関との関係

交流協定において重点付けの目的や範囲をより明確に合意し、継続的な評価を行う。

を行う。
15.より多くの国内学生が留学

長期派遣プログラムの場合は、単位互換や学位取得の遅できるよう奨励するれの解消など、適切なインセンティブに注意を払い、学生が留学前に十分に準備できるようにする。 また、超短期（1〜2 週間）の留学プログラムを積極的に奨励する。

16. 民間セクターとのパートナ

民間セクターとのパートナーシップを活用して、留学生のーシップ

募集、語学研修（日本人学生には外国語、留学生には日本語）、海外派遣などの国際教育のオプションを拡大し、質を向上させる。

― 20 ―

現状分析

国際化は、日本のリーディングな研究大学としての東北大学の将来に不可欠な要素である。
アドバイザリーボードは、まず、東北大学にとって継続的な国際化が重要であることを再確認した。東北大学は、指定国立大学として日本を代表する大学であり、世界的な大学であることは明白である。東北大学は、世界を舞台として影響力を持ち、世界に共通する課題の解決に貢献し、複雑かつ課題の多い世界でのリーダーとなるべき卒
業生を輩出する責務を負っている。以上のことは、広範で国際的なエンゲージメントとプレゼンスを通じてのみ達成できる。
東北大学はすでに顕著なプロフィールをもつ国際的な大学である。しかし、次の段階
として、国際性、評判、影響力をさらに拡大し、深化させることが求められる。我々は、東北大学が次のレベルの国際化へと進んでいくための確固とした基盤を築いていると確信している。

進展
平成 28（2016）年の会合に参加したアドバイザリーボードのメンバーは、過去 3 年間のコミットメントと資源配分に感銘を受けた。東北大学がこれまでに獲得し、発展させた力
量は称賛に値する。その発展の大部分は、大学の研究の重点化と強化に基づくものである。
2016 年以降の進捗は以下の通りである。
• ユニバーシティハウスの建設を含むインフラへの投資• 質の高い大学院教育プログラムの拡大および学士課程教育プログラムの充実• 教員向けの研修の拡大• 他大学・機関との協力を、高いレベルの戦略的パートナーシップへと重点化

国際化の次のフェーズ：次のステップに向けた野心的な目標設定の必要性
東北大学は、日本の高等教育の国際化の模範となり得る。その実現のためには、国際化を学内指針の中核に位置づける強い意志が必要である。これは、（量的拡大などの）トランザクションから（質的向上などの）トランスフォーメーションへの転換を意味する。

― 21 ―

東北大学は現在、自身の将来について自律的に方針を定め、政府の直接的監督を減少させる方向へと進んでいる。日本政府は、人口変動やグローバルな競争、産業のニーズなどの理由から、高等教育の国際化を明確な態度で奨励し、資金提供を行ってきた。 これに対し、東北大学はうまく対応する能力を示してきた。今度は、東北大学
が確信を持って、自分自身の国際化のための優先事項を定めていくべきである。
同時に、東北大学は、部局の独立性と分権性という歴史的な組織文化と、全学的視野に立った戦略的な大学リーダーシップという現代的なニーズとのバランスの上にある。
国際化の第二段階（という表現が適切であるとすれば）では、既存の制度・文化・慣例を相当に見直すことになる。次のレベルに進むためには、 既存の信念が挑戦を受ける必要がある。ここでは、全学で共有された責任において必要なものを外から獲得するような、非常に強力なロードマップや具体策が必要となる。
国際化は、あらゆる意味で、それ自体が目標ではなく、研究と教育の質と妥当性を向上させるための手段である。国際化は、東北大学内に幅広い変化をもたらす潜在力を有しており、東北大学が、ローカル、ナショナル、グローバルに社会へのエンゲージメ
ントと責任とを担っていくことを支援するための、外に目を向けたツールなのである。

観察、推奨、提案
1. 組織の体制・機構の整備
アドバイザリーボードは、国際戦略を推進するための東北大学の組織体制について、
まだわかりにくいと感じている。提供された組織図には、国際的事項や活動を担う様々な事務組織、部局、機構などによって国際活動やパートナーシップを活性化させる多大な努力が示されているが、これらの組織間の関係は、外部者にはわかりにくい。東北大学コミュニティの内部ではずっと明確なのかもしれないが、アドバイザリーボードの会合時に行った教職員たちとの率直な議論からも、より明確にできる可能性が示唆された。
以下のようなリーダーシップの役割と管理運営体制が特定できる。
国際展開担当理事・副学長
国際戦略担当副学長
本部事務局― 22 ―

- 総務企画部国際企画課- 教育・学生支援部留学生課
国際戦略室
部局・機構
- 高度教養教育学生支援機構グローバルラーニングセンター- 高等研究機構- 国際連携推進機構
o
国際連携推進室o
ロシア交流推進室
これらの諸機能はどのように統合されるのであろうか。東北大学のコミュニティのために、明確になるよう統合していくことはできないか。
2. 国際化の必要性、ビジョン、戦略を伝える
東北大学が国際的な大学であることを国の内外に示していくことは、戦略的活動に対する期待と支援とを獲得する上で重要である。
東北大学の国際戦略で示されたビジョンは明確で焦点が定まっており、世界的視野に立つ教育、世界最先端の研究、国境を越えた産学連携、社会課題を解決して世界に貢献などが盛り込まれている。我々は、大学の国際化が現代の社会的責任と社会へのエンゲージメントの中核に位置づけられることを強調し、東北大学の国際的な特性と進むべき方向性に関してより広範にコミュニケーションを行っていく価値があると確信している。これには、マーケティングや広報のキャンペーンを介した学内外へのメッ
セージの発信が含まれる。学内のコミュニケーションにおいては、全学リーダーのレベルにおける国際化のビジョン・目的・目標が、各部局・学科や部門（さらには教職員）に段階的に委譲され、彼らの東北大学の国際化へコミットメントとアクションプランが開始
され、支援されていくことが求められる。
3. 進捗・業績測定のための主要業績評価指標（KPI）を確立する
価値のあるものすべてが測定可能なわけではないが、それでも定量的測定には適切な役割がある。国際化のいくつかの側面の測定は明らかに不完全であるが、それでも明示的な KPI を開発するメリットはある。

― 23 ―

我々は、スーパーグローバル大学創成支援事業や、政府からの運営費交付金を受けるにあたって 6 年ごとに提出される中期目標・中期計画など、政府からの要請に基づいて報告を行うために様々な業績指標が用いられていることは認識している。アドバイ
ザリーボードは、東北大学が自身のミッションに沿った適切で独自の KPI を設けることを推奨する。ここでは、効率性を測定し、戦略的に活用し、他大学とのベンチマークによる比較が可能なように、戦略に沿って分類されデータが収集される必要がある。
4. 政府の政策に影響を与える
アドバイザリーボードは、国内学生と留学生を一緒に扱う入学定員の制限が政府の政策として課されていることについて、重大な限界であると認識している。アドバイザリー
ボードは、東北大学のリーダーが政府の方針に影響を与えようとしている努力に注目
し、称賛する。近い将来に政策の変更が実現するかもしれないのではないかと、楽観論に立ち、望ましいと感じている。
5. 卓越のための重点を定める
東北大学の国際化及びその全体的なビジョンと戦略は、理系分野を強調しているように思われる。このこと自体はよく理解できるが、アドバイザリーボードは、東北大学が人
文社会科学を含む幅広い研究分野で優れていることで知られることが重要なのではないかと考える。この問題を提起するのは、多くの大学にとって、重点を置き、投資すべき分野を決定することが計画上の継続的な課題であることを念頭に置いてのことである。日本学は、スーパーグローバル大学創成支援事業に採択された他の大学で格段の関心が払われていないことから、戦略的に重点分野のひとつとすることが考えられる。
6. 国際的な教員を惹き付け、獲得し、引き留める
優秀な国際人材を獲得するための戦略が、引き続き求められる。外国人教員の割合
は 7％の水準であまり変化せずに推移しているが、より体系的な国際リクルートが必要である。ここでは、教員の勤続や、昇進、報酬に注意を払う必要がある。アドバイザリー
ボードは、一流の研究者の獲得には大きな費用がかかることは認識している。アドバイ
ザリーボードとしては、若手研究者を獲得する取組を分野横断的に拡大していくことを推奨する。
もちろん、国際化は、海外からの国際教員を雇用することだけを意味しない。国際パートナー大学とのクロスアポイントメントを通じて達成することもできる。例えば、我々は東北大学の教員の幾人かが、ワシントン大学と東北大学が共同して展開する大学アカデミックオープンスペース事業によって、ワシントン大学の客員教授として任命されていることを認識している。この客員としての任命により、これらの教員は研究のプロポー― 24 ―

ザルに正式に参加し、ワシントン大学で共同論文を発表し、講義を行うことができる。
7.留学生の募集を促進する
現在、学士課程における留学生の受入れ水準は低い。アドバイザリーボードは、東北大学が、留学生獲得のエージェントや語学学校などの民間セクターと協力するような形での、より商業的な方向性や具体的なアクションプランなどを、時間はかかるかもしれないが、どのように開発していくかに関心を持っている。民間サービス事業者を通じた留学生募集は、留学生募集戦略の一部と見なすことができる。例えば、高い費用をかけて他国で入学試験を実施するなど、留学生一人あたりに対して多くの費用をかけている現状のあり方は、持続的な拡大をしていく上では許容されない。コスト構造の大きな変更が要請される。
海外で生まれ、育った日本人学生を募集する方策を探索する価値はあるだろう。ブラジルなどには大規模な在外邦人・日系人が居住し、シアトル都市圏など北米の主要都
市には大規模な日本人や日系人のコミュニティが存在する。これらのコミュニティには、「グローバル入試」を通じて東北大学に入学する資格のある優秀な学生が存在する。
これらの学生を獲得することで、国内の学生にとっても様々な良い影響が直接的にあるだろう。
8. 英語学位プログラムへの 2 つのアプローチ
英語で教える学位プログラムのカリキュラムは、理系分野では英語で完全に提供することができる。しかし、人文社会科学における英語学位プログラムは、日本企業がまだ日本語のスキルを求めているため、卒業時に学生が日本に定着しキャリアを積む支援をする上では、留学生のためのカリキュラムに日本語教育を組み込む必要がある。換言すれば、英語で教える学術科目と実用的な日本語科目で構成されるハイブリッドのプログラムが、日本留学の希望者にとって魅力的なのである。このアプローチの成功
例としては、立命館アジア太平洋大学があり、同大学では入学時には全く日本語の能力が要求されないが、卒業には必須となる。
9. 大学職員の育成
東北大学が国際的なレベルへと発展していくためには、教員だけではなく、大学の実務を担い、影響力を有する大学の事務局スタッフのための職員開発が必要となる。私たちは、東北大学に高度にプロフェッショナルな国際教育スタッフがいて、大きな付加価値を生み出していることを認識している。彼らは大学の財産であり、大切にすべきだ。

― 25 ―

職員の交流人事は、現行の民間セクターに加えて、国際部署やその他の支援サービ
スの教職員について、パートナー大学との国際交流人事を行うことが可能である。これは、職員の英語力を向上させ、ベンチマークや「ジョブシャドウイング」、異文化環境における能力やスキル向上、さらには、戦略的なパートナーシップを向上させる上でも有効な手法である。
10. 国内学生と留学生との統合を促進する
アドバイザリーボードは、東北大学が、キャンパス内（教室、課外活動、および寮）及びキャンパス外（地域社会のアウトリーチプログラム）において、実り多い生産的な方法で学生を統合していくことができるよう、体系的なプログラムを設計する努力を行うべきだと考える。 これには、意図的、集中的な異文化体験の設計も含まれる。
11. 同窓生、基金の文化を構築する
アドバイザリーボードは、同窓生によるエンゲージメントとフィランソロピーの文化の発展が、大学にとって広義の戦略的な問題であると考えている。同窓生やフィランソロピ
ー、基金の活動を発展させるのには長い道のりを要するが、これらを育てて活用する必要がある。これには、専任の専門家チームと、この機能を開発・支援する全学的なコ
ミットメントが必要である。「投資に対するリターン」というコンセプトは、大学コミュニティ
がこのような方向に向かうように説得する上で最も重要である。最もよく見られる間違いは、この機能への投資不足である。
元留学生の同窓生は、特に学生募集の支援において、東北大学にとっての貴重な資源になっていくことが、時間の経過とともに明らかになるだろう。
12. 産業界の声に耳を傾け、協働する
産学連携は、東北大学の国際戦略の目標のひとつとして明示されている。パートナー
企業との連携を拡大し、雇用主が求めるスキルや現在供給しているスキルを理解していくことで、期待とのミスマッチを減らすことができる。
13. 国際ランキングにおける東北大学の位置づけとその妥当性を理解する
東北大学が現在、国際ランキングでの位置を高めるための戦略をどの程度重要視しているのか、また、重要視すべきなのかは明らかではない。東北大学は、（日本政府の期待を含む）自身の戦略を、ランキングの指標やプロセス とどの程度整合させるべきであろうか。東北大学の「存在意義」（基本的な目的）を適切に反映できるのは、どのランキングであろうか。東北大学の目標や活動は、国連の持続可能な開発目標（SDGs）とよく整合しているように思われる。東北大学は 2019 年に Times Higher Education のインパクトランキングに部分的に参加し、「産業、イノベーション、インフラ」部門におい― 26 ―

て 17 位にランクされ、次回は全ての項目に参加する準備をしていることを認識している。この参加は価値あるものである。
14. 外国大学・機関との学術交流協定において重点付けを行う
大学間学術交流協定の数が、全体としては年々増加している（2011 年 29 カ国 155 大学・機関、2015 年 32 カ国 197 大学・機関、2019 年 36 カ国 229 大学・機関）。
同様に、部局間では、2015 年には 47 か国の 378 大学・機関、2019 年には 62 か国の472 大学・機関となっている。すなわち、協定数の合計は 700 近くになる 。これらの協定が全てアクティブなものなのか、活動の評価が行われているのか、そして、その評価プロセスはどのようなものなのか。パートナー大学について、戦略的・包括的なものから、学生交流のみのものまで、階層化することが考えられる。
15. より多くの国内学生が留学できるよう奨励する
東北大学に対して特に推奨すべきなのは、より多くの国内学生が、特に 1 学期間または 1 年間の留学をするように働きかけることであることは明白である。大学の経営陣によってすでに認識されているように、これには単位互換や学位取得の遅れの解消など、
適切なインセンティブへの配慮が必要である。同様に、留学前の準備として、例えば、
TOEFL / IELTS 準備プログラムや英語でのアカデミック・プログラムでの（学習）スキル
が、また、留学後には、例えば、学生のための就職支援が必要となる。さらに、参加者の成長と達成を特定するだけではなく、留学プログラムの質の向上のためにも海外留学プログラムの学習成果の評価が必要である。このような目的に対して、IDI や BEVIなどの多くの評価ツールが利用可能である。
2016 年の時点では、留学をすることへの主な障害は、経済的な負担、安全性、言語能力の欠如、そして卒業時期の遅れであった。2017 年に行われた最新の学生調査によると、「海外留学をためらう理由」は次のとおりである。経済的負担（54.0％）。外国語能力の不足 （52.6％）。卒業時期の遅れ（22.6％）、海外生活に対する不安 （24.7％）、
そして日本の快適さ・安全性（16.4％）であった。
長期留学プログラムの単位互換と卒業の遅延に関する問題は、短期（1 週間または 2週間の超短期のものも含める）の留学プログラムでは、軽減される場合がある。短期間の留学プログラムに参加する学生は、視野や思考プロセスを急激に変化させることができる。このことは、特に入学後早い段階で参加する学生には、将来の方向性に強い影響を与える可能性がある。したがって、短期の留学は、最初の国際経験や異文化理解のためには良い方法であるだろうし、参加者は自信を深め、後に長期間の海外経験を希望することにつながるかもしれない。

― 27 ―

16. 民間セクターとのパートナーシップ
国際的な教育を展開して、その質を向上させる上での効果的なオプションとして、民間セクターとのパートナーシップを拡大することが推奨される。国際的な学生募集、（国内学生のためには外国語、留学生のためには日本語の）語学研修、学生の海外派遣の手配および準備は、専門的な知識と能力をもつ人材を有する外部パートナー
によって効果的に行うことができる。したがって、大学が単独（すなわち学内のスタッフのみ）でこれらの活動を行おうとすれば、あまりにも費用が高くなる。
提供された資料から、留学生と外資系企業を対象とした、グローバル企業でのキャリアを目指したイベントの存在がわかった。我々は、キャリア支援センターが、国内学生と留学生のために、個々人のキャリア支援サービスと、外資を含む企業との様々な交流イベントを提供していることを確認した。

― 28 ―

Tohoku University
Leading Synergy of Excellence and Innovation

October 3rd, 2019

Hideo Ohno
President, Tohoku University

Sendai, home of Tohoku University

2

Tohoku University is located in
Sendai, the largest city in the
Tohoku region, well known asan Academic City.
Tohoku region［City of Sendai］
Population

SendaiTokyo

1,089,372

As of September 2019

By bullet train 350 km
from Tokyo

1.31 hSendai Airport 20 min― 29 ―(North East
region of Japan)

University Facilities

10

Faculties33/ 15 Graduate Schools

Professional Graduate Schools

Faculties

Arts and Letters
Education
Law
Economics
Science
Medicine
Dentistry
Pharmaceutical Sciences
Engineering
Agriculture/ 6 Research Institutes

Graduate Schools

Arts and Letters
Education
Law
Economics and Management
Science
Medicine
Dentistry
Pharmaceutical Sciences
Engineering
Agricultural Science
International Cultural Studies
Information Sciences
Life Sciences
Environmental Studies
Biomedical Engineering■Total Number of Students■■Total Number of International Students■

Professional Graduate Schools

Law School
School of Public Policy
Accounting School
Research Institutes
Institute for Materials Research(IMR)
Institute of Development, Aging
and Cancer (IDAC)
Institute of Fluid Science (IFS)
Research Institute of ElectricalCommunication (RIEC)
Institute of Multidisciplinary
Research for Advanced Materials(IMRAM)
International Research Institute ofDisaster Science (IRIDeS)

18,387
3,405

From Tradition to a New Challenge

4

As a University Engaged with Society

Based on Research First, Open Doors
and Practice Orientated Research & Education

Research

Education
Virtuous
Cycle“Open Doors” for ...

Innovations via
Excellence in Research

first female
students
Ume
Tange

Chika
Kurodaa wide variety ofqualifications

international
students

Shigeyoshi
Matsumae

Lu Xun“The Industry is Academia’s Dojo”(Kotaro Honda, 6th President)

Raku
MakitaSeiji Kaya

Community
Collaboration

KS & NKS SteelYagi-Uda Antenna

Lase Diodes

Spectrometry

Flash Memory

Compactin

Chen Jiangong Su Buging
Recording Tech.

― 30 ―

Designated National University Corporation5

 In 2017, first 3 institutes selected (Tokyo, Kyoto and Tohoku)
 The new status provides the university with a better platform tofurther contribute to communities at home and abroad

Tohoku University Vision 2030 - Collaborate. Innovate. Activate

Vision 1
Nurturing
Future Leaders
via Excellencein Education

Education

Industry
Co-Creation

Vision 4

Management Reform
Creating Social Benefit
via Excellence in
Education & Research

Vision 3
Creating New
Social Values
via Synergetic
Partnerships

Co-Creation with
Community― 31 ―

Vision 2
Creating
Knowledge via
Excellence in
ResearchResearch

Community
Collaboration

6

7

Vision 1

Education

General Education for Future Leaders8 Developing practical education to help students acquire a global
mindset, AI/data skills, and a sense of entrepreneurship which areessential these days
 Developing expanding programs that respond to students’ “challenging
minds”
Global Mindset
AI/Data Skills

Entrepreneurship
Education
for the newgeneration

Provide all undergraduate students approx. 2,500― 32 ―

Graduate Education:
International Joint Graduate Programes
International
Leading
Universities

Education
ReformSynergyInternational Joint
Graduate Program

Research
Capabilities

9International
Leading
Universities

International Research
Cluster Consolidating experience & knowledge across departments
 Joint education in strong international collaboration with leading universities
 Providing scholarships and global travel expenses for participants
Expand Research Fields of Global Top 10

Challenge New Disciplines

Spintronics

Env. & Earth Science

Data Science

Neuroscience

2015〜

2016〜

2017〜

2018〜

Physics for Universe

Mechanical Engineering

Disaster Science

Japanese Studies

2017〜

2018〜

2019〜

2019〜

Materials Science
2019〜

10

Vision 2

Research― 33 ―

Highly Cited Researchers 2018（Clarivate Analytics）

11

In terms of the number of researchers who are influential in the academic
world (with regard to citations), Tohoku University is

Ranked Second in Japan (11 Researchers)(out of a total of 90 in Japan)
Number of Highly Cited
Researchers per University

Wilhelm Bauer

Multidisciplinary

1st

Tokyo

20

Mingwei Chen

Materials Science

2nd

Tohoku11

Atsushi Hanada

Agri. & Animal Science

3 rd

Kyoto

9

Itaru Honma

Cross-Field

4 th

Osaka

7

Hideo Ohno

Cross-Field

5th

Nagoya5

Eiji Saitoh

Physics

Shusei Sato

Agri. & Animal Science

Saburo Takahashi

Multidisciplinary

Kazuo Takimiya

Multidisciplinary

Shinjiro Yamaguchi

Agri. & Animal Science

Masayuki Yamamoto

Multidisciplinary

Members of the World Premier International Research CenterCore Research Clusters andWorld Leading Research Centers

12

 Prioritized promotion of World Leading Research Centersin 4 research areas
 International Research Cluster in 9 fields with 5 other strong areas
Fundamental

Established as Discipline

High①Materials Science
Physics for Universe

New Field②Spintronics
Env. & Earth Science

Presence

Mechanical Engineering④Disaster Science③Next-Gen. Med. Care
(combined with Information Sciences)

Data Science
Japanese Studies

Low― 34 ―

Promoting World-Class Research

13

Spintronics

Materials Science
TU produces world-leading research resultsin the field of Materials Science mainly at
the AIMR The world’s largest research group (about 400
researchers)

Leading the world in Spintronics researchand promoting industry-academic
collaboration

 The world leader in citations and patents

Prof. Yoshiro Hirayama,
Graduate School of Science

Prof. Motoko Kotani, AIMR

Next-Generation Medicine

Disaster Science

The world’s first large three-generation
cohort survey by the Tohoku Medical
Megabank Organization

Pioneering Disaster Science as a newinterdisciplinary area

 Establishment of the Global Centre for Disaster
Statistics with the UNDP R&D of personalized healthcare andprevention

Prof. Masayuki Yamamoto, Executive Director of TOMMO

Professor Fumihiko Imamura, Director of IRIDeS

Global Innovation Campus

14

Center for Innovative Integrated
Electronic Systems (CIES)

Agricultural Field
GS Agri. Sci.

Int. Res. Inst. Disaster Sci.

GS Sci., etc.

GS Environmental Sci.

Science
Park Zone

University House

Aobayama
Commons

Subway Sta.
Aobayama

School of Eng., etc.

Next-Generation
Synchrotron
Radiation Facility― 35 ―

15

Vision 3

Co-Creation with Community

Center for Innovative Integrated Electronic Systems (CIES)

16

Research and Development of New AI / IoT Semiconductor Technologies
in the Society 5.0 Era
The world’s first spintronicsAI chip that achieves a power consumption of 1/1,000, as
required for the final form of autonomous vehicles (in 2040)
Establishment of the world’s largest industryacademia consortium in the field of integrated
electronics

Number of joint research grants with foreigncountries: Ranked No. 1(Collaboration with US semiconductor companies)

Materials, components
Process equipment
Analysis equipment
Testing equipment

DevicesAdvanced
BusinessUniversityBusiness
Cooperation Model

Analytical services

World Class Research at Tohoku University

A Leading Pioneer in Spintronics
Invention of Non-volatile Memory Devices
Development of New Ultra-low-power Technologies

Embedded devices
Communications
Solutions
SoftwareTetsuo Endoh
Director of CIES

Powerspin founder and CTO

Special Economic Zones coordinated with national andlocal government― 36 ―

Reduced corporate tax for Special Economic Zones to promoteprivate investment (in information service related industries)
Subsidies for fixed assets such as advanced research equipment

From Disaster Recovery to the Development of
Tohoku University SDGs
April 2011
Establishment of the IDRRR
Promotion of prioritized research andits implementation within society forreconstruction and regeneration

17

July 2015
Initiation of “Researchwith Social Impact”
30 cross-sectoral and interdisciplinary
research developments aimed atsolving important social issues

Academia Contributions“close the science-policy gap”
Sendai Framework for
Disaster Risk Reduction

2015:
Establishment of Three Major Agendas
for the International Community

World University Rankings

18

The Times Higher Education
World University Rankings 2019-2020

Japan

Global3

251-300

The Times Higher Education
Japan University Rankings 2019

Japan

QS World University Rankings 2018-2019

U.S. News & World Report,
Best Global Universities Rankings 2019― 37 ―

rd

3

rd

Japan

Global

5

th

82th

Japan

Global

4

th

227th

19

Thank you for your attention― 38 ―

Tohoku University’s
International Strategy
Masahiro Yamaguchi
Vice President
Tohoku University

History

2

Tohoku University’s Mission:

The tradition of Global Identity from the Establishment in 1907
“Research first” and “Open Door”
Governmental funding project• Strategic Fund for Establishing International
Headquarters in Universities (2005-2009)• Global 30 (2009-2013)• Go Global Japan (2012-2016)• Top Global University (2014-2023)

Distinguished National University (2017-)
Internationalization
as a mainstream ofuniversity activities

Project-driven
internationalization― 39 ―

“Top Global University” project
Revolution in Education

Consolidating Research Abilities

International Joint Graduate Programs
Spintronics, others

Prestigious
overseas
universities•Collaborative education with prestigious
overseas universities in the world's top ten
fields and new strategic areas•Provide joint supervision, double/joint
degrees•Invite instructors under joint
appointment/yearly contract system

Forum for Creativity and overseas
development
Synergy•Invite Nobel-level researchers from aroundthe world to educate young researchers.
Establish overseas research offices

Leading education/research

Educational foundation to foster global leaders•Provide more attractive international courses(expansion of Global 30)•Continue/expand efforts to foster global
leaders among Japanese students•Rapid expansion of collaborative international
education

3

URA research base
•Ascertain worldwide research trends, set
benchmark universities, and improve research
capacity based on self-analysis of strengths andweaknesses

Revolution in basic
education/research/governance,
acceleration of internationalization
Revolution in governance•Create accountability system throughconsolidated function-based
governance•Ensure presidential leadership•Establish International Advisory Board

Prestigious
overseas
universities

Globalized environment•Strategic utilization of overseas centers•Active use of education conducted underacademic exchange agreements•Improve support system for international
exchange•Strengthen international communicativity•Improve English support skills ofadministrative staff

Setting up International Strategy

4

Recognition of the needs to set up international strategy
June 2017• Designated National University
July 2018• International Strategy OfficeNovember 2018
• Tohoku University Vision 2030
September 2019
• International Strategy― 40 ―

Recommendations by International Advisory Board 20165

Overall• Further clarification of international vision and strategy ✔
• Distinctive identity & ownership to be an “enabler” ✔
• Concerns on ranking positions, international profiles & resource allocation
Networking• Clear policies for academic exchange ✔
• Selective strategic partnerships ✔
• Systemic usage of overseas offices• Monitoring & assessment utilizing indicators fit for purposes• Widen participation towards international activitiess
Education-Research Nexus in internationalization• Activate international collaboration in humanities and social sciences• Promote international mobilities，enhance exchange of young researchers• Faculty and staff development for enhancing international capacity
Educational internationalization for all students• Substantial lifting of the mobilities among both students & teachers• Internationalization at home: curriculum &English Medium Instruction (EMI) towards
wide range of students• Reducing phycological & linguistic barriers, and support for acquiring self-confidence• Provide Multi-cultural & multi-disciplinary experiences• Joint arrangements on credits and degrees

International Strategy at Tohoku University

International Strategy
Realization of the University Mission and Vision through theAdvancement of International Collaborations andComprehensive Internationalization

 Strategic advancement ofinternational collaborations(Main Policy 56 of Vision 2030)
 University-wide, cross-sectoral
globalization on campus(Main Policy 57 of Vision 2030)― 41 ―

6

Direction in International Strategies
Times of Global Change Globalization and Localization
 The 4th Industrial Revolution,
Digital Innovation, etc.
 Knowledge-based Society

7

Issues and Objectives
 SDGs Sendai Framework for
Disaster Risk Reduction
 Paris Agreement
 Aging and Population Decline

Tohoku University’s Identity:
To be a Global University with Creativity and Innovation
 Creation of global cutting-edge knowledge Accept a wide range of talents involved in the community
 Leading the development of Tohoku and Japan

Processes and Targets of our International Strategy

8Process 1: Advancement ofInternational Collaborations

Process 2: Comprehensive
Internationalization

We will bring together the wisdomwith a variety of external partners
and advance autonomousinternational collaboration

Through cross-border “Open Doors”,
we will develop a hub for diverse
talents, resources, and networks
from around the world

Target 1: Education with a Global
Perspective

Target 2: Cutting-Edge Research

We will attract talented students andfaculty members from home and abroad,and foster future leaders with a global
perspective for the times of global change

We will create innovations and become
pioneers in new academic fields throughthe cutting-edge research and knowledge
creationTarget 3: Cross-border UniversityIndustry Collaboration

Target 4: Solving Worldwide
Social Tasks

We will develop international universityindustry collaborations through the global
innovation campuses and international
networks

Through Community Collaboration, we willplay a leading role in solving various global
social challenges― 42 ―

9

System to proceed international strategy
International
Advisory
Boardsuggestion

recommendation

Collaborate

Active andOpen Participation
Among Facilities

reportTohoku University’s
Global Initiative
Headquarters

International
Strategy
Office Process 1: Advancement ofInternational Collaborations
 Process 2: Comprehensive
Internationalization

Support

Speedy and strategic
decision-making

Administration
with
Planning
capacity

Achievement of set targets
throughuniversity-wide commitment

International Exchange with clear guideline and efficient process
Guideline

10

Agreements on Academic Encourage various initiatives both at university andExchange (as of Sep 2019)at schools/institutes
University Level
 National & regional balance, academic profile Fit to the University mission: education with global
240
perspective, cutting-edge research, branding of
School/Institute Level
Tohoku University identity479
 Systemic and strategic monitoring Speedy decision making with effective collaboration
with schools/institutes/decisions
year1
year2
year3
year4
year5
 World leading activities in
education, research andsocial contribution
 Presidential levelexchange University-wide exchange Sustainability andpotentiality

Speedy & Efficient
Decision Making

Monitoring― 43 ―

RenewalSystemic monitoring based on various indicators
大学カルテ (Universitätskarte)
Dashboard on International Exchange

No.1○○ University

概要… … … … … …
…………………
…………
…………
…………

Future perspectives

Key Facts
学生数

10.6
5.5

31,696
17,687

留学生割合 学生男︓⼥

51%
11%

43:57
74:26

UCL was founded in 1826
to bring higher education
to those who weretypically excluded from it.
In 1878, it became thefirst university in England
to admit women on equalterms as men. … … … …
………………………
………………………
………………………

データに基づいた戦略・モニタリング・評価

UCL
TU

ST比

Exchanges
University College London

11• Student exchange• Joint Supervision, Double
Degrees• Faculty exchange• Agreements• Contact persons• Co-authorship• Funding projects………………………………
………………………………
………………………………
………………………………

UCL is planning…。… … … … …
………………………………
………………………………
…………………
………………………………
………………………………
………………………………
………………………………
………………………………
………………………………
………………………………
………………………………

Integration of Data

Inbound students

Outbound students

Exchangeagreements

Acceptance of study
visitsJointly Supervised
Degree Programs

Outbound students
for Joint supervision

Inboundresearchers

Outbound faculties

Inbound Students
for Joint supervision

Joint research

Selective strategic partnerships

12

Tohoku University Day
in Melbourne(2018)

Strategic partnerships:• Selection under the presidential leadership and mutual agreement• Intensive support and monitoring for enhancing university wide
exchange and collaboration
Candidates for strategic partners:
・UCL ・Melbourne ・Tsinghua ・Lyon ・Washington and others― 44 ―

Active usage of consortiums

13

Systemic monitoring andinteraction for active
participation and initiatives

APRU IRIDeS Multi Hazards Program

Osaka 2018

Heidelberg 2019

Systemic usage of overseas offices

14

Overseas Representative Offices
1 China Office @JSPS Beijing (Apr 20,2007)
2 Thailand Office @Chulalongkorn University(Mar 14,2016)
3 UW-TU Academic Open Space @University of Washington (Apr 14. 2017)

Joint Laboratories
1 ElytMax @Université de Lyon (INSA-Lyon) (Mar 5, 2018)
2 Top Mass @University of Science and Technology Beijing (Nov 17,2016)
3 @National Chiao Tung University (in process)Liaison Offices (established by the departments’ Initiative)
1
2

The University of New South Wales (International Office) Australia(May 17, 2002)
Moscow State University (Faculty of Physics) Russia (June 21, 2002)

8
9

3

Syracuse University (L. C. Smith College of Engineering and Computer
Science) USA (November 11, 2003)

10

4

Korea Advanced Institute of Science and Technology (Department of
Mechanical Engineering) South Korea (December 18, 2003)

11

5
6
7

Research Institute for Tropical Medicine, Philippines (May 1, 2007)
Institut Teknologi Bandung, Indonesia (August 2, 2011)

Royal Institute of Technology (Faculty of Mechanical Engineering)
Sweden (June 28, 2012)
The University of California, Riverside, USA (February 1, 2013)
Université de Lyon (June 2, 2015) ※Based on the Liaison office@INSA-Lyon since January 23, 2004 (Institute for Fluid Science)
Foreign Trade University, Vietnam (December 19, 2015)12

National Chiao Tung University (College of Electrical and Computer
Engineering) Taiwan (May 4, 2017)13

Sichuan University (West China School of Stomatology) China (March
1, 2018)

Seoul National University (College of Engineering) South Korea(December 1, 2011)― 45 ―

Roadmap

15

2018

2019

2020

2021〜

Deepening of International Cooperation

Establishment of a unified management andEstablishment
operating system for data on international exchangesof theInternational Establishment of a strategic partner
Strategy OfficeFlexible development of strategic international collaborations
designation system
Formulation of international academic exchange
guidelines and streamlining of processes
Systematization and effective
utilization of overseas bases

Expansion of international collaboration throughout theuniversity by utilizing overseas bases effectively

Close examination of the activities ofPromotion of effective use of consortia
consortia of which we are a member
Formulation and implementation ofinternational strategies for each region
Building and strengthening ofoverseas networks
Strengthening of ourinternational public relations

Promotion of Comprehensive
Internationalization

Formulation of international
strategies and action plans

Campus-wide awareness campaign andnetworking for international collaboration

Bilingualization of office documents

Promotion of comprehensive
internationalization

Comprehensive Japanese-English
bilingual system

Promoting utilization of a strategic personnel systemand of an international cross appointment system

International diversity,
Joint participation

Review of the International
Relations Committee
Strengthening collaboration between theInternational Strategy Office and Tohoku University

16

Appendix― 46 ―

Process 1. Advancement of International
Collaborations

17• We will develop international exchanges in a more open manner throughthe clear guidelines for international academic exchange agreements• We will strategically strengthen partnership with overseas universities
with whom Tohoku University can build mutually beneficial relationships• We will activate the international exchange through effective monitoring
and assessment based on an integral database on international exchange• We will effectively use overseas bases and participate inter-university
consortia actively• We will activate international exchanges tailored to each region andcountry using networks inside and outside the university• We will enhance the Tohoku University overseas network beyond regions
and generations by using such organizations as the overseas alumni
associations• We will improve of our international presence through the developmentof our international public relations

Process 2. Comprehensive
Internationalization• Based on the principle of “Open Doors”, we will create a university
community that does not discriminate with regard to nationality, religion,
race, gender, age, values, disability, sexual identity, sexual orientation,and so on, and we will establish an environment where members candemonstrate their diverse talents• Moving away from internationalization through a separated specialized
division, we will foster an organizational culture of comprehensive
internationalization through a university-wide campaign and networking
for promoting international perspectives on all activities at the whole
university• We will realize the thorough Japanese-English bilingual system so that
non-Japanese speakers can actively participate and contribute to all of
the university’s activities• We will aim to realize an internationally competitive remuneration
system and attractive working environment• Through the restructuring of international relations departments andcommittees, we will strengthen planning functions, and the accelerationof decision-making― 47 ―

18

Target 1. Education with a Global Perspective

19• We will strategically enroll excellent international students based on the
expansion of international degree courses instructed in English• We will reform undergraduate education programs by setting our main
purpose in fostering talents who will lead the global society• We will enhance the International Joint Graduate Programs which
provide international collaborative education connected to world-leading
research and professional education• We will widen our international co-education to all undergraduate
students and graduate students, and foster concrete understanding andaction on global citizenship and diversity• We will strengthen support for students’ studying abroad andinternational careers through the improvement of foreign language skills• We will accelerate campus internationalization throughout the university
through the active use of University Houses (international mixedresidence dormitories), which boast the largest capacity among
dormitories at national universities

Target 2. Cutting-Edge Research• We will establish further the Core Research Cluster, in the fields ofMaterials Science and Spintronics in which Tohoku University leads theworld, and in fields in which we are expected to lead: Disaster Scienceand Next Generation Medicine• In fields where Tohoku University has world-class potential and researchresources, we will deepen collaborations with overseas partners andforming of an International Research Cluster which will lead the world• We will develop research on a global scale though Joint Laboratories andcross appointments in cooperation with leading overseas universities andresearch institutes• We will establish an open research environment by promoting diversity,and supporting of autonomous and vigorous research exchange andinternational joint research among diverse members• We will improve our international presence by promoting strategicinternational joint research based on data and analyses of global
research trends― 48 ―

20

Target 3. Cross-border University-Industry
Collaboration

21• We will accelerate large-scale university-industry collaborations with
global enterprises based on the “Vision Co-Creation Partnership”• We will expand the B-U-B (Business-University-Business) model, open
innovations at Tohoku University, to the global scale.
• Through the active usage of the Aobayama Campus as a global
innovation campus and the Next Generation Synchrotron Radiation, we
will further pursue innovations in science and technology• We will foster and support globally competitive entrepreneurs throughstrategic partnerships with leading overseas universities• We will facilitate international university-industry collaboration based on
the appropriate protection of intellectual property and international
contracts, and the system for security export control

Target 4. Solving Worldwide Social Challenges 22• We will contribute to the improvement of the world’s capacity to prevent
disasters through cooperation with the UN via the Sendai Framework for
Disaster Risk Reduction, and collection and archiving of information on
disasters at the Global Center for Disaster Statistics• We will contribute for solving worldwide social challenges through active
participation and leadership in SDGs for the achieving of a sustainable
world via multidisciplinary international joint research on global
environmental change• We will promote international joint research and dispatch for advancedsocial challenges which Japan and Tohoku face in advance of the rest of
the world, such as a declining birth rate and super aged population,
while collaborating with local communities using our core research bases
such as that for Next Generation Medicine― 49 ―

Recommendations by International Advisory Board 201623

Overall• Further clarification of international vision and strategy• Distinctive identity & ownership to be an “enabler”
 Tohoku University Vision 2030 & International Strategy• Concerns on ranking positions, international profiles & resource allocation
 Systemic analysis and actions by Strategic Planning Office
Networking• Clear policies for academic exchange Guidelines for International Exchange Agreement• Selective strategic partnerships
 Strategic partnership with selected universities• Systemic usage of overseas offices
 Systemic monitoring and rearrangement (ongoing)• Monitoring & assessment utilizing indicators fit for purposes
 Systemic monitoring based on various indicators and evidences (ongoing)• Widen participation towards international activities
 Systemic facilitation of alumni networks and networking leaders (ongoing)

Recommendations by International Advisory Board 2016
Education-Research Nexus in internationalization• Activate international collaboration in humanities and social sciences International graduate programs in humanties and social sciences (Japanesestudies, Global governance and sustainable development, etc.) [Afternoon Meeting]• Promote international mobilities
 Systemic student support and campus internationalization [Education]• Faculty and staff development for enhancing international capacity
 Systemic support and capacity development [Research & Education]― 50 ―

24

Recommendations by International Advisory Board 2016
Educational internationalization for all students• Substantial lifting of the mobilities among both students & teachers [Education] [Research]• Internationalization at home: curriculum & English Medium Instruction (EMI )towards
wide range of students
 International Co-Education, etc. [Education]• Reducing phycological & linguistic barriers, and support for acquiring self-confidence
 Tohoku University Global Leader Program [TGL], Language Education, etc.
[Education]• Provide Multi-cultural & multi-disciplinary experiences Campus Internationalization [Education]• Joint arrangements on credits and degrees
 Jointly Supervised Degree / Double Degree Programs [Education]― 51 ―

25

Tohoku University International Advisory Board
Internationalization of Education at TU

Fostering Creative Talent
and Future Leaders
Hirotsugu Takizawa

Kazuko Suematsu

Executive Vice President

Special Advisor to the President (International Affairs)for Education and Student Support

Professor / Deputy Director

Tohoku University

Global Learning Center
Institute for Excellence in Higher Education
Tohoku University

TU International Strategic Plan

2

Target 1. Education with Global Perspective••

excellent international students based on

Strategically enroll
the expansion of international degree courses conducted in English
Reform undergraduate education programs by focusing on

fostering talents who will lead global society•

Enhance the International Joint Graduate Programs which provide international
collaborative education connected to world-leading research and professional
education•

Widen ourto all undergraduate students
and graduate students, and foster concrete understanding and action on global
citizenship and diversity

international education

studying abroad andinternational careers through improving their foreign language skills• Accelerate campus internationalization through the active use•

Strengthen support for studentof University Houses― 52 ―

Discussion points

3

1. Attract excellent international students
2. Foster global talents
3. Internationalize the curriculum and TU
campusDiscussion point 1

Attract excellent
international students― 53 ―

4

1. Attract excellent international students

5What we have achieved The number and proportion of international students has
favorably increased.
 Scholarships for all doctoral students were fully arranged.
 “Future Global Leadership (FGL), which are degree
courses taught in English, became a stable program that
secures a consistent number of high-quality applicants.
 International Mechanical and Aerospace Engineering(IMAC-U) became a popular undergraduate course in
FGL; the number of applicants exceeds the capacity everyyear.
 Linkage with top high schools has been establishedthrough TU overseas offices to recruit talented students
for the program.

1. Attract excellent international students

6

Overseas students（annual）
4,000

18.5%
17.3%

3,500

17.6%

20.0%
18.0%

15.9%

16.0%

3,000
14.0%
2,500
10.6%
2,000

9.3%

11.2%

10.4%

10.1%

11.8%

12.0%

9.1%

1,500

2,938

1,000
1,664

1,623

1,916

2,048

1,877

1,822

3,208

3,271

3,405

8.0%
6.0%

2,177

4.0%

500

0

10.0%

2.0%

2008

2009

2010

2011

2012

2013

2014

2015

2016

Great East Japan Earthquake

2008︓

2018︓

1,664 (9.3%）

3,405 (18.5%）― 54 ―

2017

2018

0.0%

1. Attract excellent international students
Undergraduates （as of Nov.1）
12000

10,97011,033 11,083

11,016

10000
8000

1.6%

Master’s Program （as of Nov.1）
4500

2.5%

1.5%

198

218
2015

Intl students

222

2016

Student body

217
2017

2018

4,273

15.0%

12.8%

11.3%

10.0%

1500
1000

5.0%

0

0.0%

25.0%

18.7%

17.3%

14.7%

500
2014

4,263

20.0%

2000

0.5%

2000
191

4,170

16.6%

2500

1.0%

2013

4,144

3000

4000

171

4,117

3500

6000

0

4,130

4000

2.0%2.0%

2.0%

2.0%

1.8%

1.7%

10,961 10,828

7

468

527

611

2013

2014

2015

% of intl students

Intl students

694

738

801

2016

2017

2018

Student body

0.0%

% of intl students

Doctoral Program （as of Nov.1）
3000
2500

2,640

2,608

2,630

2,672
24.5%

23.3%

21.9%

20.7%

20.2%

2000

2,618

30.0%

2,659
25.9%
25.0%
20.0%

1500

15.0%

1000

10.0%

500
0

534

541

574

613

655

689

2013

2014

2015

2016

2017

2018

Intl students

Student body

5.0%
0.0%

% of intl students

1. Attract excellent international students
Number of degree courses taught in English
Graduate︓21 courses in 2013→

Undergraduate︓3 courses in 2013→

48 courses in 2019
3 courses in 2019

Proportion of the subjects taught in foreign languages
Graduate︓8.9% in 2013→

Undergraduate︓5.6% in 2013→

― 55 ―

15.7
6.9％ in 2019％ in 20198

1. Attract excellent international students

9IMAC-U

140

7.0
6.1
5.9

120

5.9

6.0

5.2
100

5.0

80

4.0
3.3
2.9

60

2.9

3.0

2.2
1.9

40

2.0

1.0

20

0

10

12

12

2011

2012

2013

18

21

18

16

14

2014

2015

2016

2017

2018

Applicants

Rate

Pass

1. Attract excellent international students

FGL: Future Career

After completing undergraduate courses, >70% of
students go to graduate schools• not only Tohoku University but also overseas(Cambridge, Oxford etc.)
Some work for Japanese companies• Hino Motors in Japan• Tokyo-Mitsubishi UFJ Bank in Indonesia
After receiving a master's degree, some continue to• Doctoral courses
Others work for companies in Japan• TOYOTA• HITACHI• DENSO, etc.
― 56 ―

20

2019

0.0

10

1. Attract excellent international students

11

Next steps
Our goal for the international student proportion by 2030

Doctorate

35%

Master’s

25%

Bachelor’s 10%

1. Attract excellent international students

Next steps

How can we achieve our goal?
To increase excellent international students atthe bachelor’s level, we will: Enrich undergraduate courses, which attract students
from around the world- Develop more undergraduate international programs- Create linguistically hybrid programs

 Internationalize the core education system- Reform the admission and recruiting systems- Improve teaching quality for students with different cultural andlinguistic backgrounds― 57 ―

12

Discussion point 2

13

Foster global talents

2. Foster global talents

What we have achieved Outbound student mobility steadily increased.
 Students’ study-abroad experiences diversified.
 English ability of undergraduate students improved in the past
five years.
 Tohoku University Global Leader Program (TGL) launched in2012 led us to internationalize curriculum.
 “Tohoku University Vision 2030” situated the TGL program at
the core of fostering global talents in undergraduate education.
 TGL contributed to creating a clear image of “international
campus and education” for high school students.
 Through TGL, our network of industries and local communities
expanded.
― 58 ―

14

2. Foster global talents

15

Tohoku University’s Outbound Programs
Program

Regions and Universities

Duration

Short Study Abroad Programs(Study Abroad Program/Faculty
Led)

USA, Canada, UK, Germany, Spain,
Malaysia, Thai, Vietnam, Indonesia,
Australia, New Zealand, etc.

2 to 5 weeks(summer, spring)

Exchange programs based onacademic exchange agreements

229 universities in 35 countries and states

1 semester to 1 year

COLABS (Cooperative
Laboratory Study Program)

Universities with whom we have an
exchange agreement

10 days to 1 year

Double Degree (Joint Education)
Programs

25 programs

1.5 years to 2 years

Other programs organized bypartner universities

Universities with whom we have an
exchange agreement

2 to 8 weeks

2. Foster global talents

16

The number of students who
experienced studying abroad
Student exchange with partner universities（outbound）

776

800
700

650

687

701

2016

2017

600
500

454

400
300

269

200
100
0

2013

2014

2015

― 59 ―

2018

2. Foster global talents
rate
14%

17

TOEFL ITP Score（2014 / 2018）

Average score in 2014: 479.4

Average score in 2018: 498.06

12%

Extracurricular Program
Tohoku University English Academy

10%

8%

6%

4%

Higher than 550
2014︓4.7%→2018︓7.3％

2%

0%

310 320 330 340 350 360 370 380 390 400 410 420 430 440 450 460 470 480 490 500 510 520 530 540 550 560 570 580 590 600 610 620 630 640 650 660 670

2014

2018

2. Foster global talents― 60 ―

Score18

2. Foster global talents

19

Number of TGL students
Number and Percentage of TGL Students
12,00026.1%
10,000

27.8%

25.0%

23.3%
18.8%

8,000

6,000

30.0%

20.0%

15.0%

12.0%

4,000

10.0%
6.0%

2,000

0

642
2013

1,322
2014
TGL

2,091

2,562

2,873

3,007

2015

2016

2017

2018

Student Body

5.0%

0.0%

% of TGL

2. Foster global talents

20

Next steps
 Reform language education (on-going) Secure budget to support students’ study abroad experiences Integrate TGL Program further into the TU core curriculum.
E.g. Make students’ achievement in TGL visible in theirtranscript Assure the quality of TGL by verifying its effects
 Build both “vertical” and “horizontal” networks among
TGL as well as former TGL members.
 Develop better connections between TGL and student
careers― 61 ―

Discussion point 3

21

Internationalize
the curriculum andTU campus
3. Internationalize the curriculum and TU campus

What we have achieved22

 Established a group of “Intercultural Education” subjects in general
education to make it easy for students to choose and registerintercultural education subjects. (2018)
 Defined Tohoku University’s version of Intercultural Collaborative
Learning (ICL).
 Developed FD for teaching staff through making guidelines fordesigning ICL classes to improve teaching quality in intercultural
education.
 Increased the number of ICL classes as well as students who
registered for ICL classes.

 TU became one of the leading national
universities that offers the subjects that enhance
students’ intercultural competencies.
― 62 ―

23

3. Internationalize the curriculum and TU campus

Annual number ofparticipating students:
1,083
Number of classes in the intercultural
education subjects:

85 classes (2019 academic year)
Number of ICL classes
20142015 2016 2017 2018

2019

18

22

70

34

54

64

24

3. Internationalize the curriculum and TU campus

 International collaborative learning through living at the“University House” co-educational international
dormitories
University House Aobayama
Educating a(since October 2018, total capacity of 752)

Among the largest dormitories in Japan,
housing 1,720 residents＝ 921 Japanese residents + 799 overseas residents― 63 ―

Global Mindset

Cultivation ofSocial Skills

3. Internationalize the curriculum and TU campus

25

Next steps
 Implement intercultural education more into the ongoing
curriculum reform in general education to make it moreaccessible to ALL students.
 Encourage students to take intercultural education
subjects.
 Put theory into practice and improve teaching ofintercultural education subjects.
 Facilitate linkage with industry and community tointegrate intercultural education for the betterment of thesociety.
 Establish a hub for Intercultural Collaborative Learning(ICL) to enhance research and practice of ICL.

Next steps

26

Inbound

Outbound Future Global Leadership
Program（FGL）

 Tohoku Global Leader
Program（TGL）

Global Campus
 Enhancement of International
Education and Intercultural
Collaborative Learning― 64 ―

Tohoku University International Advisory Board

Research, Doctoral Education,
Young Researchers
Tadahiro Hayasaka
Executive Vice President
for Research
Tohoku University
2

Vision 2

ResearchCreating Knowledge via Excellence in Research- Promoting innovations and pioneering studies― 65 ―

Tohoku University Vision 2030
- Collaborate. Innovate. Activate
Vision 1

Vision 2

Vision 4

Creating
Knowledge via
Excellence in
Research

Management Reform

Nurturing
Future Leaders
via Excellencein Education

Creating Social Benefit
via Excellence in
Education & Research

Education

Research

Vision 3
Creating New
Social Values
via Synergetic
Partnerships

Industry
Co-Creation

3

Community
Collaboration

Co-Creation with
the Community

Outstanding Achievements in Research
THE

World University Rankings 2019Social Sciences

Highly Cited Researchers
2018（Clarivate Analytics）

Within Japan

Within Japan

3

4

2

rd

nd

（11 researchers）

QS World University Rankings by Subject (published 2019)
Engineering - Mechanical#38

Physics & Astronomy#41

Materials Science#43

Natural Sciences#46

Engineering & Technology#68

Engineering - Chemical

Anatomy & Physiology#51-100 Chemistry― 66 ―#51-100#51-100

Highly Cited Researchers 2018（Clarivate Analytics）

5

In terms of the number of researchers who are influential in the academic
world (with regard to citations), Tohoku University is

Ranked Second in Japan (11 Researchers)(out of a total of 90 in Japan)
Number of Highly Cited
Researchers per University

Wilhelm Bauer

Multidisciplinary

1st

Tokyo

20

Mingwei Chen

Materials Science

2nd

Tohoku11

Atsushi Hanada

Agri. & Animal Science

3 rd

Kyoto

9

Itaru Honma

Cross-Field

4 th

Osaka

7

Hideo Ohno

Cross-Field

5th

Nagoya5

Eiji Saitoh

Physics

Shusei Sato

Agri. & Animal Science

Saburo Takahashi

Multidisciplinary

Kazuo Takimiya

Multidisciplinary

Shinjiro Yamaguchi

Agri. & Animal Science

Masayuki Yamamoto

Multidisciplinary

Members of the World Premier International Research Center

Strategic Formation of Research Centers & System Reform

63-Layered “Research Innovation System” with Organization for Advanced Studies
Goal● Formation of Research Centers

Strategy

Ca.200 Positions
for YoungResearchers● Cross-Sectoral Interdisciplinary Research World Leading Research Centers in 4 strong fields of
Tohoku University: ① Material Science, ② Spintronics,③ Next-Gen. Med. Care, ④ Disaster Science

Organization for
Advanced Studies

World leading research centers producing
research achievements on the highest level HR & financial strategy and selected distribution offunds under the President’s and Provost’s guidance International Research Cluster in 9 principal
research areas with International Joint Graduate
Programs

Interdisciplinary Research Alliance
Diversity

Advancing cross-sectoral interdisciplinary research

Cluster of Basic Departments
Diverse Research for future key areas based on the freeinspiration of the departments’ members― 67 ―

 Collaborative education & research with foreign
leading universities to increase international
competitiveness Promoting new disciplines via interdisciplinary
studies (priority centers)

Promoting World-Class Research

7

Spintronics

Materials Science
TU produces world-leading research results in thefield of Materials Science mainly at the AIMR,
Institute for Materials Research, and Institute ofMultidisciplinary Research for Advanced Materials
 The world’s largest research group (about 400 researchers)

Leading the world in Spintronics research andpromoting industry-academic collaboration in
Japan and overseas to make advances in integrated
electronics

 The world leader in citations and patents

Prof. Yoshiro Hirayama,
Graduate School of Science

Prof. Motoko Kotani, AIMR

Next-Generation Medicine

Disaster Science

The world’s first large three-generation cohort
survey by the Tohoku Medical Megabank
Organization, contributing to future medical care(a biobank with data on 150,000 individuals)

Pioneering Disaster Science as a newinterdisciplinary area that combines humanities andsciences to disseminate the experience of the Great
East Japan Earthquake to the world Establishment of the Global Centre for Disaster
Statistics with the UNDP R&D of personalized healthcare and prevention

Visit
Today

Prof. Masayuki Yamamoto, Executive Director of TOMMO

Professor Fumihiko Imamura, Director of IRIDeS

Priority Objective: World Leading Research Centers

8

 Prioritized promotion of World Leading Research Centers in 4 research areas
 International Research Cluster in 9 fields with 5 other strong areas
Research Areas with Leading Potential
 Strong fields of Tohoku Uni.
 Leading researchers Interdisciplinary research

Fundamental

 Fundamental & applied research,e.g. magnetic semiconductors
 Already known as pioneers

Established as DisciplineHigh① Materials Science
Physics for Universe

New Field②Spintronics④Disaster Sc.

Env. & Earth Science

Int. Presence③Next-Gen. Med. Care

Mechanical Engineering(combined with Information Sciences)

Data Sc.
Japanese Studies

Low Tohoku Med. Megabank Org.
 Leading composite Biobank
 Fusion with Information Sciences

 Est. the Int. Res. Inst. of Disaster Science Leading through vast disaster data
accumulation

Research areas in which we have to pioneer― 68 ―

Graduate Education:
International Joint Graduate Programs
International
Leading
Universities

Education
ReformResearch
Capabilities

SynergyInternational Joint
Graduate Program

9International
Leading
Universities

International Research
Cluster Consolidating experience & knowledge across departments
 Joint education in strong international collaboration with leading universities
 Providing scholarships and global travel expenses for participants
Expand Research Fields of Global Top 10

Challenge New Disciplines

Spintronics

Env. & Earth Science

Data Science

Neuroscience

2015〜

2016〜

2017〜

2018〜

Physics for Universe

Mechanical Engineering

Disaster Science

Japanese Studies

2017〜

2018〜

2019〜

Materials Science
2019〜

New

New

2019〜

Visit TodayNew

Matching Fund Schemes with World-Leading Universities
Tsinghua University
Research Areas

3 areas (Materials Science, Spintronics,
Disaster Science)

Number of applications

6 applications

Projects supported

6 projects (4 in Materials Science, 1 in
Spintronics, 1 in Disaster Science)

Funding Period(for 2 academic years)

Tohoku: April 1, 2019 to March 31, 2021
Tsinghua: April 1, 2019 to December 31, 2020

Funding amount

JPY3.3M max per project for 2 years
from each university

University College London (UCL)
Research Areas

All areas (6 prioritized areas: Disaster Science,
Neuroscience, Materials Science, Data Science,
Higher Education, Equality & Diversity)

Number of applications

13 applications

Projects supported

7 projects (1 in Disaster Science, 2 in
Neuroscience, 2 in Materials Science, 1 in
Data Science, 1 in Equality & Diversity)

Funding Period(for 1 academic year)

Tohoku: June 1, 2019 to March 31, 2020
UCL: June 1, 2019 to May 31, 2020

Funding amount

JPY700,000 max per project for 1 year
from each university― 69 ―

10International Research Expansion:
International Joint Laboratory Centers

11Japan-France Joint Laboratory (ELyTMaX)
Established in January 2016 by Tohoku University,
Université de Lyon and CNRS
—Achievements—•••

Peer-reviewed International Conference
Proceedings: 7 papers
Presentations at over 40 international conferences
Fund acquisition:
Grants-in-Aid for Scientific Research (Scientific
Research A, B), Nuclear Decommissioning Joint
Program, Private Companies (DENSO etc.)

Tohoku University －National Chiao Tung University
Joint Laboratory

Tohoku University－University of
Science and Technology Beijing
Joint Research Laboratory

MOU signed in 201811 co-authored papers

Established in 2017
Joint Workshop (Jan 2018,
Sun Yat-sen University)

University of Washington – Tohoku University
Academic Open Space (UW-TU:AOS)

SendaiAn administrative framework tocatalyze collaborative research,education and information exchange
between UW and TU.

12SeattleStarted in April, 2017
Current Achievements: 9 research workshops, 10 educational collaborations,
16 joint papers*(*including “those in preparation”)― 70 ―

Making use of the Frontier Research Institute for Interdisciplinary Sciences
Creating an Environment for Outstanding Early-career Researchers

13

The Frontier Research Institute for Interdisciplinary Sciences

 A Support System for Outstanding International Early-career Researchers
 FWCI: FRIS 1.63, Tohoku University 1.18, University of Tokyo 1.35
 Top 10% Papers: FRIS 19.8%, Tohoku University 13.2%, University of Tokyo 16.7%
 World-class Recruitment Ratio: 50% from outside, 29% overseas Japanese
Recruitment
Ratio

2014

2015

2016

2017

2018

2019

14

22

24

27

14

10

TU Tenure Track System (established Sept 2018)
International
Recruitment

To a post that includes a
departmental tenure track

FRIS
Link

Link

Departments

 A final evaluation is made in the fifth year after hiring, and employment is possible for up to two
further years after the employment period expires At the time of hiring, and in the third and fifth years of employment, the employee’s mentor will
make a recommendation to continue the researcher’s employment to the department director

Tohoku University – Brain Circulation Scheme –― 71 ―

14

Tohoku Forum for Creativity (TFC)

15

Early-Career Researchers Dispatched16

The number of young researchers dispatched for 6 months
or more: A total of 100 people

A total of 74 researchers
as of the end of fiscal year 2018
― 72 ―

Promotion of cross appointments with Japanese
universities and private enterprises

17

July 2019

Comprehensive partnership agreement with Ochanomizu University

For the purpose of promoting education in AI, mathematics, and data literacy, and of thedevelopment of global female leaders, as well as the promotion of diversity, we arestrengthening our research capabilities using cross appointments, forming research cluster,and implementing our research results within society

Frontier Research in Duo (FRiD)

18

Promoting Research in Emerging and Integrated Fields andLeading the World in Developing Frontier Research

Frontier Research in Duo (FRiD)
Principal Investigater
Collaborative Researcher
Research in
Department A
Department B
Emerging andIntegrated
FieldsResearch collaborators
Overseas research
partner institutions

Realization of “Going beyond existing concepts to create new values” and“Challenging ourselves to create new research areas”― 73 ―

東北大学グローバルイニシアティブ構想諮問会議（東北大学国際アドバイザリーボード）2019 年度開催報告書

Report of the Tohoku University International Advisory Board 20192020 年 3 月

発行

東北大学国際連携推進機構〒 980-8577 仙台市青葉区片平 2-1-1
http://www.tohoku.ac.jp

東北大学国際連携推進機構
2020年3月

2019

2019
東北大学グローバルイニシアティブ構想諮問会議（東北大学国際アドバイザリーボード）2019年度開催報告書

2019

東北大学グローバルイニシアティブ構想諮問会議（東北大学国際アドバイザリーボード）
2019年度開催報告書