Opening Comments

Panel discussion

Prof. HAYASHI Kaori
Executive Vice President, Director
General of the Division for Global Campus Initiatives,
The University of Tokyo

List of Speakers:

Opening Address
Mr. KOBAYASHI Yosuke,
Director, International Affairs Division, Higher Education Bureau,
Ministry of Education, Culture, Sports, Science and Technology Japan

1

2

3

4

YONEZAWA Akiyoshi
1. Prof.
Professor, Vice Director, International Strategy Office, Tohoku University

Geraint REES
2. Prof.
Vice-Provost, University College London

Guest Lecture 1
Prof. YONEZAWA Akiyoshi,
Professor, Vice Director, International Strategy Office,Tohoku University

WATANABE Satoshi
3. Prof.
Special Advisor to the President,

Deputy Director General of the Division for Global Campus Initiatives, The University of Tokyo

Prof. OBAYASHI Saori
4. Assoc.
Center for Global Initiatives, Osaka University

Guest Lecture 2
Prof. Geraint REES,
Vice-Provost, University College London

1

2nd Strategic Partnership Symposium

2nd Strategic Partnership Symposium

2Strategic Partnership Showcase Examples

List of Speakers:
5

6

7

TSUCHIYA Motohiro
5. Prof.
Vice-President for Global Engagement, Keio University

KONOMI Natalie
6. Prof.
Vice President, Professor / Manager, Global Strategies Office, Kyushu University

TODA Tatsuki
7. Prof.
Dean / Professor, Faculty of Science and Engineering, Soka University

Contents

Closing Remarks
Prof. KAWAHARA Genta
Executive Vice President, Osaka University

3

2nd Strategic Partnership Symposium

05

Program

10

Guest Lecture 1
Tohoku University

21

Guest Lecture 2
University College London

25

Strategic Partnership Showcase Examples

26

Keio University

34

Kyushu University

41

Soka University

2nd Strategic Partnership Symposium

42nd Strategic Partnership Symposium
How to deepen the partnership in various aspects

ProgramJapan Forum for Internationalization of Universities“Building a Network of ‘Strategic Partnerships’ to StrengthenInternational Competitiveness among Japanese Universities” Project

17:30

Vice President, Director General of the Division forProf. HAYASHI Kaori, Executive
Global Campus Initiatives, The University of Tokyo

2nd Strategic Partnership
Symposium
How to deepen the partnership invarious aspects

17:34

Virtual Meeting

17:38

Prof. YONEZAWA Akiyoshi, Professor, Vice Director, International Strategy Office, Tohoku University
18:05

Guest Lecture 2
Prof. Geraint REES, Vice-Provost, University College London

Language: English (Simultaneous translation into Japanese will be available)

Please register via the following link.
https://form.qooker.jp/Q/auto/en/0303TokyoSPS/Reg/

Guest Lecture 1

Global Engagement and Strategic Partnerships at Universities

18:35

The University of Tokyo proposed the “Building a Network of ‘Strategic Partnerships’ to StrengthenInternational Competitiveness among Japanese Universities” as a project for the Japan Forum forInternationalization of Universities and plan to widely disseminate information by sharing the challenges andgood practices with other universities through the enhancement of horizontal cooperation. Through thisproject, the universities plan to enhance the recognition of Strategic Partnerships and the internationalpresence of the universities of Japan.
This year's symposium will provide an opportunity to think how to deepen the Strategic Partnerships invarious aspects including exchange of people with different functions such as researchers, students or
non-academic staff, or synergy between bilateral partnerships and other alliances, consortia and networksof higher education institutes.

Opening Address
Affairs Division, Higher Education Bureau, Ministry of Education,
Mr. KOBAYASHI Yosuke, Director,International
Culture, Sports,Science and Technology - Japan

Friday, March 3, 2023 17:30-20:00 (JST)Registration

Opening Comments

Panel Discussion
Prof. YONEZAWA Akiyoshi, Professor, Vice Director, International Strategy Office, Tohoku University
Prof. Geraint REES, Vice-Provost, University College London
Advisor to the President, Deputy Director General of the Division forProf. WATANABE Satoshi, Special
Global Campus Initiatives, The University of Tokyo

Assoc. Prof. OBAYASHI Saori, Center for Global Initiatives, Osaka University
19:00

Break

19:05

Strategic Partnership Showcase Examples

Keio University “The Current State of Keio University’s Strategic Partnerships”
Prof. TSUCHIYA Motohiro, Vice-President for Global Engagement, Keio University

Pre-registration
required

Kyushu University “ Leveraging our network of partners- Strategic partnerships and Consortia”
Prof. KONOMI Natalie, Vice President, Professor / Manager, Global Strategies Office, Kyushu University
Soka University “ Strategic Interdisciplinary Partnerships through SATREPS Projects
with Asian and African Countries towards Building a Recycling
Oriented Society”
Prof. TODA Tatsuki, Dean / Professor, Faculty of Science and Engineering, Soka University

Membership University
The University of Tokyo, Tohoku University, Kyoto University, Osaka University, Kyushu University, Ehime University, Waseda University,
Keio University, Soka University

19:50

Q&A Session

19:55

Closing Remarks
Prof. KAWAHARA Genta, Executive Vice President, Osaka University

Organized by Division of Global Campus Initiatives, UTokyo (intl-project.adm@gs.mail.u-tokyo.ac.jp)

5

2nd Strategic Partnership Symposium

2nd Strategic Partnership Symposium

6戦略的パートナーシップシンポジウム（第2回）
戦略的パートナーシップによる多面的な連携深化

大学の国際化促進フォーラム
国際競争力強化に向けた「戦略的パートナーシップ」のネットワーク構築プロジェクト

戦略的パートナーシップ
シンポジウム（第2回）

Program
開会挨拶

17:30

林
17：34

香里 東京大学 理事・副学長、グローバルキャンパス推進本部長

来賓挨拶
小林 洋介 文部科学省 高等教育局 参事官（国際担当）

17:38

国内ゲスト講演「大学のグローバル・エンゲージメントと戦略的パートナーシップ」

戦略的パートナーシップによる多面的な連携深化

米澤 彰純 東北大学 教授、国際戦略室副室長
18:05

海外ゲスト講演
Prof. Geraint REES, Vice-Provost, University College London

2023年3月3日（金）17:30-20:00

18:35

オンライン形式（Zoomウェビナー）パネルディスカッション・質疑応答
米澤 彰純 東北大学 教授、国際戦略室副室長

使用言語: 英語もしくは日本語（日英の同時通訳あり）

Prof. Geraint REES, Vice-Provost, University College London
2021年度に「大学の国際化促進フォーラム」事業として採択された国際競争力強化に向けた「戦略的パートナーシップ」のネットワーク構築プロジェクトが開始しました。本プロジェクトは、幹事校の東京大学と8大学が連携協力して、各大学が実施している戦略的パートナーシッププロジェクトの課題やグッド・プ
ラクティス等を共有し横展開をしていくことで、我が国の高等教育の国際通用性・競争力向上を図ります。
今年のシンポジウムでは、各大学でこれまで展開されてきた戦略的パートナーシッププロジェクトの事
例等を報告するとともに、戦略的パートナーシップによる多面的な連携深化について、研究者・学生・職員など様々なレベルでの交流や、パートナーシップと他の大学ネットワークとの融合までも視野に入れ考える契機とします。

参加登録
下記URLより参加登録手続きをお願いいたします。

https://form.qooker.jp/Q/auto/en/0303TokyoSPS/Reg/渡邉

聡 東京大学 教授・総長特任補佐、グローバルキャンパス推進本部副本部長

大林 小織 大阪大学 准教授 グローバルイニシアティブ機構
19:00

休憩

19:05

戦略的パートナーシップ 事例紹介

慶應義塾大学「慶應義塾大学の戦略的パートナーシップの現状」
土屋 大洋 慶應義塾 常任理事

要事前登録

九州大学
「海外ネットワークの活用 ～戦略的パートナーシップと国際コンソーシアム～」
許斐 ナタリー 九州大学 副理事・教授 国際戦略企画室

創価大学「 循環型社会構築を目指したアジア・アフリカ諸国とのSATREPSプロジェクトによる分野横断型戦略的パートナシップの推進」

東北大学、
京都大学、
大阪大学、
九州大学、
愛媛大学、
早稲田大学、
慶應義塾大学、
創価大学
プロジェクト参加大学 東京大学、

戸田 龍樹 創価大学 教授・理工学部長

19:50

質疑応答

19:55

閉会挨拶
河原 源太 大阪大学 理事・副学長

主催：東京大学グローバルキャンパス推進本部（intl-project.adm@gs.mail.u-tokyo.ac.jp）

7

2nd Strategic Partnership Symposium

2nd Strategic Partnership Symposium

8Global Engagement and Strategic Partnerships at Universities
大 学 の グ ロ ー バ ル ・ エ ン ゲ ー ジ メン ト と 戦 略 的 パ ー ト ナ ー シ ッ プ

Akiyoshi Yonezawa, Tohoku University
米澤彰純（東北大学）

akiyoshi.yonezawa.a4@tohoku.ac.jp
1

Outline
1. Japan's context on the
global engagement of
universities
2. Japan's context on
university strategy
3. The value of international
partnership in realizing
global engagement
4. What will be the strategic
approach to achieve theabove-mentioned goals
and objectives?

1. 日本の大学のグローバル
展開
2. 日本の大学と戦略
3. グローバル・エンゲージメ
ントを実現するための国際的なパートナーシップとその意義
4. 上記の目標や目的を達成するために、どのような戦
略的アプローチを取り得る
のか？

2

9

2nd Strategic Partnership Symposium

2nd Strategic Partnership Symposium

10What is global engagement?

Pressure of the global and regional economy
世界経済・地域経済の圧力

グローバル・エンゲージメントとは？
Global engagement (Helms & Rumbley in
Rumbley et al. 2014)• Commitment to meaningful relationships
with partners in other parts of the world.
• A movement beyond the mechanics ofcarrying out more traditional campus-based
international activities• Dedication to a deeper and more prolonged
commitment to international partnerships
for mutual benefit
Outward engagement as new mode ofinternationalization• Spreading institutional research throughbranch campuses, research centers, anddistance delivery• Competing for global ranking and market
share• Collaborating for joint projects, resource
sharing and mutual benefit

グローバル・エンゲージメント(Helms & Rumbley in•

Rumbley et al. 2014)•••

世界の他の場所にいるパートナーとの有意義な関係へのコミットメント
従来型のキャンパスベースの国際活動を実施するための仕組みにとどまらない活動
相互利益のための国際的なパートナーシッ
プへのより深い、より長期的なコミットメント
への取り組み•Activated global and regional
engagement with multilateral
initiatives•

2000s: Participating and initiating
global and regional networks andconsortiums
2010s: Strategic partnerships
based on active diplomacy from a
global perspective•
国 際 化 の 担 い 手 と し ての 大 学 間 パ ー ト ナ ー
シ ップ の活用の進展

Global engagement is not a new
topic for Japan’s HE

グローバル・エンゲージメントは日本の大 学 に と っ て 以 前 か らの テ ー マ

•

•

•

1980s: International cooperation inhigher education that respects theautonomy of the partners andemphasizes long-term relationships
1990s: Contribution to the world
through basic science → recent rushof Nobel Prizes

2nd Strategic Partnership Symposium••

2000s: グローバル・地域のネット
ワーク・コンソーシアムへの参加と育成
2010s: 地球儀を俯瞰する積極外交に基づく戦略的パートナーシッ
プ
5

留学生の受入•••Presence in share in students acrossborders––•

1970s：：東アジアの近代化先進モデ
ル→太平洋戦争→外国への同化政
策への反省

•

1980s:相手の主体性を尊重し長期的関係を重視した高等教育国際協力
1990s:基礎科学を通じた世界への貢献→近年のノーベル賞ラッシュ

4

11– 東アジアにおける積極的かつ体系的なWCU政策– 大学ランキング競争への参加拡大が成熟した非英語圏のシステムにプレッシャーを与える– 多国間のイニシアティブによるのグ
ローバル／リージョナル・エンゲー
ジメントのが盛んに

Acceptance of International Students

日本の大学にとってのグローバル・エンゲージメントの意義とは？

•ワールドクラスの大学 / 学術的卓越への取り組み

3

Japan's context on the global engagement of universities

By 1970s: Advanced model ofmodernization in East Asia → WWII
→ Avoidance of assimilation policy toother countries•– Active and systemic WCU policies in
East Asia– University rankings -> widening
participation pose pressures tomatured, non-English speaking
systems

新 しい 国 際 化 として の 対 外 的 エ ン ゲ ー ジメ ン ト• 海外キャンパス、研究センター、遠隔配信などを通じた国際IRの普及• 世界ランキングや 市場シェアを巡る競争• 共同プロジェクト、リソース共有、相互利益のための協働Evolving use of institutional partnerships asagents of internationalization

World Class University / Academic
Excellence Initiatives••

100,000 by 2000
300,000 by 2020

Advanced human resource development(STEM)
Self-financed students attracted by
Japan’s economy, society and culture
Japanese language, vocational training•

Incentives: more for human resource
development linked with Japan’s
economy and society rather than income
generation through HE service export•

Strengthened link with international(global, & regional) research/industrial
collaboration

留学生シェアによる国際プレゼンスの追求– 10万人留学生受け入れ計画– 30万人留学生受け入れ計画•••

高度人材育成（理工系中心）
日本の経済・社会・文化に惹かれる自費留学生
日本語教育、職業訓練•

インセンティブ：高等教育サービス輸出による収入獲得よりも、日本の経済・社会と連動した人材育成への貢献に重点•

国際的（世界的、地域的）な研究・産業連携との連携強化• What values can Japan’s universities share with international students andpartners?
• 日 本 の 大 学 は 留 学 生 と 国 際 パ ー ト ナ ー と 、 ど の よ うな価 値 を 共 有 でき る の か ？

6

2nd Strategic Partnership Symposium

12Collaborating through international partnerships
for higher education capacity development
高等教育開発のための国際的なパートナーシップを通じた協働International students (world)(thousands, 2020)(OECD Education at a Glance 2022)

King Mongkut‘s Institute of Technology
Ladkrabang – Tokai University and others

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Source: Tokai University website

Jomo Kenyatta University ofAgricaulture and Technology

Source: JICA website

Kayashima et al. (2022)

US
UK
Australia
Germany
CanadaFranceChina
Japan
Türkiye
Netherlands

957
551
458
369
323
252
225
223
185
125

International students (Japan)(2020)(Source: JASSO)

1. China
2. Vietnam
3. Nepal
4. South Korea
5. Indonesia
6. Taiwan
7. Sri Lanka
8. Myanmar
9. Bangladesh
10. Mongolia

114,255
49,46918,825
14,247
5,792
4,887
3,762
3,469
3,095
2,619

7

9

Sending students abroad, internationalization at home/virtual
学生の海外派遣、キャンパス・仮想学修空間の国際化•

Inward looking attitudes among
Japanese students / less threats ofbrain drain until recently•

日本人学生の内向き志向／近年までの頭脳流出の危機感の少なさ•

2010s: Global Human Resource
movements as agents of Japan’s
economy•2010s: 日本経済の担い手としてのグローバル人材

Drastic changes in global/regional/national contexts under digitalizationin HE and the whole society
デジタル化のもとでのグローバル/地
地域/国
国の文脈の激変が、 高等教育と社会全体に波及

Redefinition of the values for study abroad and internationalization at home/virtual
学生の海外派遣とキャンパス・仮想学修空間の国際化の価値の再定義
813

2nd Strategic Partnership Symposium

10

2nd Strategic Partnership Symposium

14

Japan‘s context on university strategy

大学の世界展開力強化事業
Inter-university Exchange Project2011• Campus Asia: Korea, China (+ASEAN)• US (+ Europe, Oceania)
2012• ASEAN• SEND program: send Japanese students
abroad2013• AIMS program: SEAMEO RIHED (South East
Asia)
2014
• Russia• India
2015• Central and South America• Türkiye

日本の大学の国際戦略と政策的背景

2016• Campus Asia II: Korea, China• ASEAN2017• Russia• India2018• US (COIL, online usage)
2019
• EU
2020
• Africa
2021• Campus Asia III
2022• Indo-Pacific: India, Australia, UK
2023
• US

Developing the capacity to strategize•
Strategic Fund for Establishing International
Headquarters in Universities (SiH)•
Global 30 Project•
Top Global University Project

国際戦略形成能力の開発•
大学国際戦略本部強化事業(SiH)•
大学の国際化のためのネットワーク形成推進事業(Global 30)•
スーパーグローバル大学創成支援事業

Sharing resources to accelerate internationalization•
Japan Forum for Internationalization of
Universities•
Japan Virtual Campus（JV-Campus） Pilot Program

国 際 化 を 促 進 す るた め の リ ソ ー ス の 共 有•
大学の国際化促進フォーラム•
日本発のオンライン国際教育プラットフォーム「Japan
Virtual Campus（JV-Campus）」パイロット事業

Academic Excellence Initiatives•
Program ｆor Promoting the Enhancement ofResearch Universities•
Designated National Universities•
Universities for International Research
Excellence
Increasing learners with international experiences•
Council for the Creation of Future Education•
Central Council for Education

学 術 的 な国 際 卓 越•研究大学強化促進事業•
指定国立大学•
国際卓越研究大学

国 際 的 な経 験 を持 つ 学 習 者 の 増 加•
教育未来創造会議•
中央教育審議会

13

11

Tohoku University Young Leaders Overseas Visiting Researcher Program

The value of international partnership in realizing global engagement

東北大学研究大学強化促進事業「若手リーダー海外派遣プログラム研究員」制度(2013-2022)
Overseas Visit (traveling in person)•
To support young researchers in building aninternational network infrastructure through flexible
initiatives To support the building of an international
network infrastructure through flexible initiatives byyoung researchers, support is provided for short-term
travel, invitations to overseas researchers for a monthor so, and the holding of international symposia.
•
The goal is to build an international network
infrastructure by traveling to benchmark institutions(6 institutions) + overseas partner institutions (33institutions) to conduct international joint research•
Aim to publish international co-authored papers andbuild long-term relationships with overseas
researchers. After returning to Tohoku University,
follow-ups will be conducted to encourage
participation in the "Junior Research Program,"holding regular symposiums with the institutions of
the destination country, etc.
Online Networking (2022-)•
Participate in online meetings of the overseas
research group on a regular basis, and conduct or aim
to conduct international joint research.

グローバル・エンゲージメントを実現するための国際的なパートナーシップとその意義

渡航型•
若手研究者の柔軟な取り組みによる国際ネット
ワーク基盤の構築をサポートするため、短期渡航や、１ヶ月程度の海外研究者の招聘、国際シンポジウムの開催等を支援。
•
ベンチマーク校（6機関）＋海外連携校（33機関）の研究者と国際共同研究を実施することで、国際ネットワーク基盤の構築を目指す。
•
国際共著論文の発表、海外研究者との長期的な関係性の構築を目指す。帰国後は「ジュニアリサーチプログラム」への参加、渡航先機関との定期的なシンポジウム開催等を促すため、
フォローアップを実施
年 度 開始 ）オンライン型(2022年
海外研究グループ（ホスト）内のミーティングに、オン
ラインにより定期的に参加し、国際共同研究を実施、もしくは実施を目指す。
※2023年度以降は自主財源で継続

2nd Strategic Partnership Symposium

新公共経営（行政改革） ：公共事業としての公教育サービスの請負

Global engagement as a part of stakeholder engagement•
Activism: Disgruntled investors call for changes inorganizational management•
Stewardship: Supporting long-term success thatenables the sustainable prosperity of the funder•Engagement: purposeful dialogue between
investor and company for mutual sustainable
prosperity

ステークホルダー・エンゲージメントの一環としてのグ
ローバル・エンゲージメント•
アクティビスム：不満を持つ投資家が組織経営の変革を要請•
ステュワードシップ：資金提供者の持続的繁栄を可能とする長期的成功を支援
エンゲージメント：相互の持続的繁栄のための投•資家と会社との間での目的ある対話

Transactional to Transformative
Engage directly with diversified internal/external stakeholders more to the global andregional dimensions in addition to national and local dimensions
国 や 地 域 だけ でなく 、 グ ロ ー バ ル な視 点 で、 学 内 外 の 多 様 なステー ク ホル ダー と 直 接 関
わる

12

15

New public management (NPM): Principal-agent model

14

2nd Strategic Partnership Symposium

16What will be the strategic approach to achieve the abovementioned goals and objectives?

Institutional Partnership Strategy
組織全体のパートナーシップ戦略

上記の目標や目的を達成するために、どのような戦略的アプローチを取り得るのか？

• With whom?: specify your • 誰と？：ステークホルダー
stakeholders/partners/パートナーを特定• Resources?: knowledge• リソース?: 大学は、様々
and human resources can
なパートナーシップにより、
be created and developed
知識や人材を創造・開発
at your university withする能力を持つ
various partnership• 持続可能性：グローバル• Sustainability?:
な知識・ウェルビーイング
contribute and takeのためのエエ コシ ス テ ム のinitiatives in the formation
形成に貢献し、イニシア
of ecosystem for global
チブをとる
knowledge / well-being

•
•
•
•
•
•
•
•
•

Making an inventory of existing affiliations
Establishing a partnership approval
process articulating overall partnership goals andstrategies
Spreading a culture of partnership
Developing policies procedures and organizational
structures for managing Partnerships
Providing financial and other support
Thoughtful practices for initiating partnerships
Well-crafted MOUs and Implementation Plans
Thoughtful practices for sustaining partnership
Procedures and benchmarks for reviewing,
revisiting and terminating partnerships

Ethical principles test•
Risk and benefits•
Exploitation•
Standard of education

•
•
•
•
•
•
•
•
•

既存の提携の目録を作成する
パートナーシップの承認プロセスの確立 パート
ナーシップの全体的な目標と戦略の明確化
パートナーシップの文化を広める
パートナーシップを管理するための方針、手順、組織構造の策定
財政的およびその他の支援の提供
パートナーシップを開始するための思慮深い実践
よく練られたMOUと実施計画
パートナーシップを維持するための配慮された実践
パートナーシップの見直し、再検討、終了のための手順とベンチマーク

倫理原則のテスト•
リスクと利益•搾取•
教育水準

Top down and grassroots initiatives
Resource, capacity development, sustainability
ト ッ プ ダウ ン ＋ ボ ト ムア ッ プ
資源、能力開発、持続性(Sutton, Egginton & Favela, in Deardolf et.al. 2012)15

17

The value of international partnership in realizing global engagement
グローバル・エンゲージメントを実現するための国際的なパートナーシップとその意義(Sutton, Egginton & Favela, in Deardolf et.al. 2012)
•
•

•
•

•
•
•

Making a good institutional match, based on
mission, strengths, community connections, andpartnership goals
Devoting time to building and sustaining therelationship, communicating frequently, dealing
with disagreement, and maintaining trust throughfairness, integrity, and the honoring ofcommitments
Operating on the basis of shared decision-making,reciprocity, mutual benefit, and collaborative
determination of goals and projects
Clarifying what is to be provided by each side in atransparent manner that also addresses possible inequalities of resources and imbalances inexchanges
Spreading activities across multiple arenas,
engaging multiple constituencies, and building alarge network of supporters
Flexibility, adaptability, and openness to change
Engaging relevant decision-makers and supporting
the partnership through an overall institutional
partnership strategy, as discussed in the next
section

•
•

•
•
•
•
•

ミッション、強み、地域コミュニティとのつながり、パートナーシップの目標に照らし合わせて、組織としての相性を判断する。
関係構築と維持に時間を割き、頻繁にコミュニ
ケーションをとり、意見の相違に対処し、公正さ、誠実さ、約束の遵守を通じて信頼を維持すること。
共有の意思決定、互恵関係、相互利益、目標やプロジェクトの共同決定に基づく運営
リソースの不均等や交換の不均衡に対処するため、透明性のある方法で、双方から提供されるものを明確にすること。
活動を多方面に展開し、多方面の人々を巻き込み、多くの支援者のネットワークを構築すること。
柔軟性、適応性、および変化への寛容性
関連する意思決定者を巻き込み、次に述べるような組織全体のパートナーシップ戦略を通じて、パートナーシップを支援する。

"One size fits all" doesn't work!
汎 用 的 な解 決 策 は 存 在 し ない ！

Digital transformation,
College (un)boundInternational(partnership) strategy

Expansion of global &regional dimensions

Change in talentand resource opportunities

GlobalEngagement

Organizational Reforms:
Management, governance& accountability

16
18

17

2nd Strategic Partnership Symposium

2nd Strategic Partnership Symposium

18

Discussion
•
•

•

•

•

Challenge the hegemonic view ofglobalization
Interactive global conversation:
International partnerships holdpromise for addressing critical global
issues that bring different national
perspectives and resources together
Each university has the rationality toengage in global issues while
respecting different cultures and ideas
in a highly diverse and interconnectedworld
The international partnership provides
an opportunity to create higher
education dialogues, internationallyconstructed and constantly evolving,that go beyond what any one
institution could do alone.
Use this opportunity to develop thecapacity of our members

•
•

•

•

•

Reference

グローバリゼーションに対する覇権主義的な考え方に挑戦する
双方向のグローバルな対話：国際パートナーシップは、異なる国の視点や資源を持ち寄り、重要な地球規模の問題に取り組むための有望な手段
全ての大学は、高度に多様化し相互に繋がった世界において、異なる文化や考え方を尊重しながら、グローバルな問題に取り組む合理性を有する
国際的なパートナーシップは、国際的に構築され、常に進化し続ける高等教
育対話の機会を提供し、一つの教育機関が単独でできることを超えていく
パートナーシップを通じて大学とその構成員の能力開発を推進

•
•
•
•
•
•
•
•
•
•
•

•
19

ACE. Mapping Internationalization on U.S. Campuses: 2022 Edition. ACE
Deardorff, D.K. et al. (Eds.) (2012). The SAGE Handbook of International Higher Education. SAGE.
Deardorff, D.K. et al. (2021).The Handbook of International Higher Education Edition 2. AIEA.
Education Insight. Global Engagement Index https://www.educationinsight.uk/gei/index.html
Fumasoli, T., & Huisman, J. (2013). Strategic agency and system diversity: Conceptualizing
institutional positioning in higher education. Minerva, 51, 155-169.
Kayashima, N. et al. (Eds.) (2022). Japan’s International Cooperation in Education. Springer.
Knight, J. (2022). Knowledge Diplomacy in International Relations and Higher Education. Springer.
Lee, J.J., Vance, H., Stensaker, B. & Ghosh, S. (2020) Global rankings at a local cost? The strategic
pursuit of status and the third mission, Comparative Education, 56:2, 236-256, DOI:
10.1080/03050068.2020.1741195
Rumbley, et al. (Eds.) (2014). Global Opportunities and Challenges for Higher Education Leaders:Briefs on Key Themes. Sense.
Selingo, J.J. (2013). College (Un)bound: The Future of Higher Education and What It Means forStudents. Amazon Publishing. 船守美穂訳(2018)『カレッジ・（アン）バウンド』東信堂
Yonezawa, A., Hammond, C.D., Brotherhood, T., Kitamura, M. & Kitagawa, F. (2020) Evolutions inknowledge production policy and practice in Japan: a case study of an interdisciplinary research
institute for disaster science, Journal of Higher Education Policy and Management, 42:2, 230-244,
DOI: 10.1080/1360080X.2019.1701850
Yonezawa, A. (2023), Japan's Higher Education Policies under Global Challenges. Asian Economic
Policy Review. https://doi.org/10.1111/aepr.12421
21

We need to think seriously
about how we can attract andnurture internal and external
community members, anddevelop international
partnerships for global wellbeings
学内外のコミュニティメンバー
をどのように集め、育成していくか、また、グローバル・ウェ
ルビーイングのために国際的なパートナーシップをどのように展開していくのか、真剣に考えなければならない20

19

2nd Strategic Partnership Symposium

2nd Strategic Partnership Symposium20

UK and Japan - national and international overviews
UCL and JAPAN:
From Tsunagari to Shared
Challenges
Japan Forum forInternationalization of Universities•Post-Brexit – challenges and focuses UK government – the 1st post-Brexit trade deal signed was with Japan (2020) UK foreign policy on “Indo-Pacific tilt” (2021)
 New Ministry of Science, Innovation & Technology & announcement of International Science Partnership Fund (2022-3)• Japan’s excellent capacity
 Total expenditure (in 2020) on R&D £128 billion; 3.59 GDP, 72% (£92 billion) from the private sector
 951,000 researchers; 5th in 2021 Nature Index (UK is the 4th!); 13th in Global Innovation Index.

•Research landscape of UK-Japan collaboration
 In all fields, UK-Japan research quality 3.5 times > the world average; in medicine, 6.5 times > the world average UK is Japan’s 4th biggest research collaborator

Professor Geraint Rees
Vice-Provost (Research, Innovation and Global Engagement)
UCL

Japan is UK’s 14th biggest research collaborator

With the size and excellence of research in Japan, it’s a missed opportunity!

UCL and Japan - 繋がり Tsunagari

Advantages and challenges - institutional level• Historical connections

Advantages

Which endure through time and accrue over time, and from which derive wonderful, often unexpected, legacies that can take time to emerge.

•

Choshu Five
Joji Sakurai: the first Professor of Chemistry at University of Tokyo; first non-British honorary fellow of UCL in 1937. (The•

Eric Satow (Satō Ainosuke 佐藤 愛之助) from a UCL student to Japan, to a British diplomat in Japan.

••

recording of his speech).

• Organic connections


56% increase of collaborative publications 2013-2022



270 students from Japan (2022/23) vs. 5 in 1870.

• Strategic partnerships


Academic partners:
 Tokohu University: disaster science, data science, neuroscience, materials science, EDI, and higher education
 Osaka University: global health and wellbeing, neuroscience, urban sustainable design, and society and education)

Industry partners:
 HORIBA: advanced propulsion
 Eisai: neurodegeneration•

Career security and progression under a clear academic careerframework
50% of students are international. Global experience embedded
curriculaLondon’s global university – location, research environment
Shared visions: UCL’s six ‘Grand Challenges’ (UCL 2034) andcommitment to SDGs
Similar and comparable structures, funding paradigm, and outlook

Challenges

UCL’s 繋がり••

Attracting international talents to study and work at UCL, which
naturally create connections with talents abroad
Tohoku and Osaka:
Joint seed funding schemes and doctoral training initiatives
 Start-up style financial resources for international
collaboration
 Signalling the positivity and importance of international
partnerships
 1+1 > 2: access to cross-institutional resources; expose todiverse research culture

Opportunities•

Community – ensuring we attract and keep the right staff andstudents, people fundamentally disposed toward international
co-operation••

Culture – ensuring that the internationally focused disposition of
our people is reflected in our strategies and celebrated by our
institutions

Resources and support for language study option at UCL toinitiate and nurture cultural competency. Global mobility
opportunity in collaboration with partners•

Capabilities – making sure that our systems and processes bothalign with the global aspects our strategy and incentivise
individuals to pursue global collaboration

Exploring joint offering in diversifying the curricula andexpanding PhD global experiences, such as joint PhDs•

Exploring opportunities for staff mobility and capacity
building•

 Santen: ophthalmological diseases

21

2nd Strategic Partnership Symposium

2nd Strategic Partnership Symposium

22Advantages and challenges - national level
Advantages• UK’s strongly incentivised international student number
growth and an international outlook – the ‘silver lining’
resulting from insufficient government funding

UCL’s 繋がり••

• Both governments’ new funding schemes•

As active member of international alliances and fora, such as U7+and STS (Science and Technology in Society) Forum, working with
our global partners in providing policy recommendation for HE
development, science and innovation to address global challenges
UCL’s direct conversations and engagement with the Whitehall andWestminster, by leveraging our influences through expertise andUCL’s annual economic impact (comparable to London 2012
Olympics)
UCL has been selected to lead a new nationwide Language Hubs
programmes (March 2023).

Challenges

Opportunities• Immigration schemes in support of global tablet acquisition
 How to create the conditions to attract and retain people
 How to align with research funding schemes and programmes• State funding and tuition policy• How to alleviate stress on international tuition fee income• How to offset full-cost international tuition fees when
implementing opportunities of global experiences for inboundand outbound students• The university ranking dilemma

•
•
•
•

Thank you for your attention..
End of presentation.

Bi-lateral/cross-governmental funding and mechanism toestablish reciprocal talent flows, esp. for 6-12 monthexchanges
Supporting partner institutions’ applications to national funding(e.g. Japan’s Universities Endowment Fund and UK’s ISPF)
Supporting and enabling joint research and education grantapplication to national and international funding agencies.
The Haldane Principle – academic freedom and wisdom inpiloting scientific pursuit

Advantages and challenges - international level
Advantages•

Shared focus and endeavour on research integrity and security

UCL’s 繋がり•

 Similar contexts of government expectations, regulatoryintervention, and media scrutiny
 Trusted and like-minded partners•

An international composition of the student body: 50:50
UK:International

Challenges•

Neighbouring research powerhouses (competitors & collaborators)– EU and China•

Difficult political backdrop and geopolitical risk factors•

Under the international competitiveness –



•

23

2nd Strategic Partnership Symposium

Professor Tatiana Fumasoli (Director of Centre for Higher Education
Studies, UCL) and Professor Akiyoshi Yonezawa (Tohoku U.) on
Exploring how university leaders across the world responded to the
Covid-19 crisis (June 2022).
UCL and Tohoku University joint consortium on long COVID (July 2021)

Global health and societal changes



UCL-Osaka U. on the mathematics for risk and decisions (March 2022)
UCL-Osaka U. committed to addressing societal changes (April 2021)

Opportunities•

The creation of Department for Science Innovation andTechnology in the UK – where HEI leaders will lobby•

UK-Japan join force as global thought leaders, along with ourcommon partners in the US, Australia, and Europe, to support
academic mission of each nation

 How to convince our governments to have both a continental
and a global focus
 How to convince a short-term entity (a government) of theneed to pursue long-term benefit

Covid responses G7 and U7+; STS forum; Expo 2025•

Mobilising a global community in the framework of partnershipto enhance global crisis management and support

2nd Strategic Partnership Symposium

24

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Keio University
3 March, 2023

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2nd Strategic Partnership Symposium

32

Leveraging our network of partners- Strategic partnerships and Consortia Natalie Konomi, Vice President, Kyushu University
Friday, 3 March, 2023

7KDQN\RXIRU\RXUDWWHQWLRQ

Senior Management for International

33

2nd Strategic Partnership Symposium

1

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34

Partnerships >> Strategic

2

Activities

4

Monthly Meetings
Leadership Call
Lectures
Expert Meetings• 2010 WPI-I2CNER
Phase 1 • Decade partnership

JOT Intern
OIA’s regular contact• August 2019 Strategic Partnership

Phase 2 • 2020 WPI Academy

Student exchange• 2021 Kyushu-Illinois Strategic Partnership
Colloquia Series (Online)
Phase 3 • 2022-2023 Joint Fund

3
Joint fund to support and expand collaborations between both institutions

Papers and Grants

International Consortia

5 Areas of Collaboration
Smart Grid and Sustainable Energy
Environmental Economics
Data Science/Data Management andCuration
Library Science
Humanities

35

2nd Strategic Partnership Symposium

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36

Association of Pacific Rim Universities (APRU)

Outcomes
A Carbon Neutral Society Action Month 5-week webinar series (May/June 2022) bringing together
a diverse group of experts and researchers to “realize adecarbonized society”
 Aim 1: To encourage brainstorming, cross-disciplinary
dialogue, and collaborative problem-solving
 Aim 2: To launch a long-term program that promotesinterdisciplinary collaboration between early career
researchers (ECRs) from diverse fields

Established in 1997 by
the presidents of
UCLA, Berkeley,Caltech and USC

61 leading research
universities fromaround the Pacific Rimwith 200,000 academic
staff and 2 million
students

Aim: To bring together
thought leaders,
researchers, andpolicy-makers to
discuss and develop
21st century solutions

61 Universities Acting Together for Global Impact
Australia
Monash University
The Australian National University ★
The University of Adelaide
The University of Melbourne
The University of Queensland ★
The University of Sydney
UNSW Sydney ★
CanadaSimon Fraser University
The University of British Columbia ★
Chile: University of Chile
China and Hong Kong SAR
Fudan University ★
Harbin Institute of Technology
Nanjing University ★
Peking University ★
Shanghai Jiao Tong University ★
Sun Yat-sen University ★
The Chinese University of Hong Kong ★
The Hong Kong University of Science andTechnology ★
The University of Hong Kong ★
Tongji University ★
Tsinghua University ★
University of Chinese Academy of Sciences ★
University of Science and Technology of China ★
Xi’an Jiaotong University ★
Zhejiang University ★

37

2nd Strategic Partnership Symposium

Chinese Taipei
National Taiwan University ★
National Tsing Hua University ★

Ecuador
Universidad San Francisco de Quito

RussiaFar Eastern Federal University

Indonesia
Universitas Indonesia ★

Singapore
Nanyang Technological University ★
National University of Singapore ★

Malaysia: Universiti Malaya ★

MIRAISpecific Research Fields:
 Ageing Material Science Sustainability
 Innovation and Entrepreneurship
 AI

New Zealand: The University of Auckland
Philippines: University of the Philippines ★

Korea
Korea University ★
KAIST ★
POSTECH ★
Pusan National University ★
Seoul National University ★
Yonsei University ★

APRU SDG Education for Global Citizenship An intercultural, transdisciplinary and interactive programthat builds knowledge of global issues and global literacy
among students
 Kyushu U is one of the core partners alongside ofChulalongkorn University, The Chinese University of Hong
Kong, Shanghai Jiao Tong University, Simon Fraser
University and Universiti Malaya

MexicoTecnológico de Monterrey

Colombia
Universidad de los AndesJapan
Keio University
Kyushu University
Nagoya University
Osaka University
Tohoku University
Waseda University=============================================

Thailand: Chulalongkorn University ★
USA
University of California, Berkeley
University of California, Davis ★
University of California, Los Angeles
University of California, Riverside
University of California, San Diego ★
University of California, Santa Barbara
University of California, Santa Cruz
University of Hawai’i at Mānoa ★
University of Oregon
University of Southern California
University of Washington ★
★Partner universities of Kyushu University

Japan

Sweden★Partner universities of Kyushu University•

Kyushu University•

The University of Tokyo•

Lund University ★

•Karlstad University•

Hiroshima University•

Waseda University•

Uppsala University ★

•Örebro University•

Hokkaido University•

Tohoku University•

Linköping University ★

•Jönköping University•

Nagoya University

•

OIST

•

University of Gothenburg•Luleå University of Technology•

Sophia University•Umeå University•

Stockholm School of•Linnaeus University

Economics

2nd Strategic Partnership Symposium

38Outcomes

Outcomes

MIRAI Research and Innovation Week 2022

Introducing a Co-chair System Hosted the conference at Ito Campus in November 2022

 Advantages of the introduction of co-chairs, with chairs inboth Japan and the UK: raising RENKEI’s visibility to
stakeholders, facilitating deeper and broader cooperation,
supporting discussion among members, ensuring
RENKEI’s academic priorities are met First post-pandemic in-person meeting within the phase 2.0
 More than 300 representatives from universities,
companies, ministries, foundations and research funding
agencies gathered in Fukuoka
 Stronger connections
stakeholders in Sweden

with

MIRAI

universities

and Kyushu University and the University of Southampton as
co-chairs for the first year (until March 2023).

 Promotion of Kyushu University’s Stockholm Liaison Officein Sweden (opened in 2020 as its European office) Many opportunities to communicate with UK member andnon-member universities and UK governmental sectors

MIRAI Seed-funding Project

Fostering ECRs

 Strengthen MIRAI researcher collaboration
 Japan side receives approx. 400,000 JPY/project.

 RENKEI ECR fellowship program as a part of its 10th
anniversary project.

 Most submissions and approvals of all 20 member
universities in the 2nd term of MIRAI seed-funding (2022)

 Kyushu University sent two students and a mentor
professor with travel grant support

 Excellent opportunity for ECRs to initiate joint research/
publication

Joining international consortia
helps promote diverse ECRs

RENKEIThe Japan-UK Research and Education Network
for Knowledge Economy Initiatives
Japan •
 Partnership of 6 Japan and 6 UK research intensive
universities
 The British Council acting as its secretariat
 Aim: Strengthening the knowledge exchange andresearch collaboration between Japan and the UK Two priority areas for creating new joint research: Climate Change Health39

2nd Strategic Partnership Symposium

•
•
•
•
•

UK •
•
•
•
•
•

Kyushu University
Kyoto University
Tohoku University
Nagoya University
Osaka University
Ritsumeikan University
University of Edinburgh
University of Leeds★
University of Liverpool
Newcastle University★
Durham University★
University of Southampton

Thank youProf. Natalie Konomi
Vice President
konomi.natalie.909@m.kyushu-u.ac.jp★Partner universities of Kyushu University

2nd Strategic Partnership Symposium

40戦略的パートナーシップシンポジウム(3/3/2023)

3

2nd Strategic Partnership Symposium循 環 型 社 会 構 築 を 目 指 し たア ジ ア ・ ア フ リ カ 諸 国 と のSATREPSプ
プ ロ ジ ェ ク ト に よ る 分 野 横 断 型 戦 略 的 パ ー ト ナ シ ッ プの 推 進Strategic Interdisciplinary Partnerships through
SATREPS Projects with Asian and African Countries
towards Building a Recycling Oriented Society

The Project for Continuous Operation Accumulation of sludge in
System for Microalgae Production aquaculture pond
Optimized for Sustainable TropicalAquaculture (COSMOS)(Malaysia)

Tatsuki Toda, Prof. Dr.

Faculty of Science and Engineering, Soka University

SATREPS: Science and Technology ResearchPartnership for Sustainable Development
SATREPS is a Japanese government program that promotes international joint
research, structured as a collaboration between the Japan Science and Technology
Agency (JST) and the Japan International Cooperation Agency (JICA) , which
provides development assistance (ODA).

PLANkton Eco-engineering forEnvironmental and Economic
Transformation (PLANE3T)(Ethiopia) / “Eco-engineering
for Agricultural Revitalization
Towards improvement of
Human nutrition (EARTH)” in
Ethiopia

Water hyacinth
overgrowth in LakeTana

The Project for Continuous Operation System
for Microalgae Production Optimized for
Sustainable Tropical Aquaculture (COSMOS)•1. International Cooperation•2. Addressing Global Issues
and Advancing Science•3. Capacity Development

241

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42

Background：Rapid growth of aquaculture industry
in Malaysia
Amount of production (104 ton/year)

Rapid increase in production by
governmental policies

2,500

Government goal by 2010 (NP3)

60

2,000

50
40

Market price (US$/ton)

1,500

30

1,000

20
500

10
0

Amount of production(104 ton/year)

01980 1985 1990 1995 2000 2005 2010 2015

Year

Market price (US$/ton)

70

Ｃ

Theme 1. Bio-prospecting of High-value Indigenous Microalgae(University of Tokyo―UMT)

Needs foraquaculture industry

3.
43

products
・Promote export ofbioresource
・Guarantee foodsafety (HACCP）

Recycling of
aquaculture
waste

Theme 3. Development ofa Novel Photobioreactor(SOKA―UPM)

Energy saving, Low cost,
High productivity, Closed system

Theme 2. Survey of Natural

Growth-promoting Substances

Theme 4. Development ofa Nutrient Recycling System

Humic acids and other complex
compounds

Nutrient recovery technology,
Sustainable aquaculture, LCA-LCC(NIES―UNISEL)(TI Tech―UPM)

Sustainable Aquaculture System
Combined with Microalgal Mass-culture(1) Bio-prospecting ofHigh-value Native
Microalgae(U. Tokyo. & UMT)

(2) Survey of Natural GrowthPromoting Substances (NIES &UNISEL)

Aquaculture

High CO2 fixation capacity (more than 20-fold of terrestrial plants)
Production of high-value products (health supplements, functional food,medicine source, etc.)
Utilization of nitrogen and phosphorous in sludge and wastewater(mitigating water pollution)
2nd Strategic Partnership Symposium

Screening, Isolation, Life cycle,
High-value products

Microalgae
biomass

温度コントロール不要

・Create high-value

Sludge & wastewater（Nutrient source））
1.
2.

Engineering and technology
for mass culture of microalgae

Biologicalprocess

High-value compounds(Animal feed, medicine)

Sustainableaquaculture

Fundamental science oftropical microalgae

Nutrients

Establishment of sustainable tropical aquaculture
system by incorporating microalgae mass culture
Algae culture

Research Structure of COSMOS(4) Nutrients recovery fromaquaculture pond sludge(TI Tech. & UPM)

Production of high-value microalgae
using nutrients from aquaculture sludge(3) Development of a
Novel
Photobioreactor(Soka Uni. & UPM)

Sustainable
Aquaculture
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44

Continuous Operation System for Microalgae Production
Optimized for Sustainable Tropical Aquaculture (COSMOS)

National problems and policies in Ethiopia

Environmental conservation

Demand ofaquaculture productSludgeAquaculture pond

Agriculture

Human activity

Coral reef

Aerobic
fermentation

Natural habitat
Aquatic andlivestockproduct

Highly functional feed
/Supplement

 Federal and local governments investing huge budget and humanresources every year to remove water hyacinth Difficult to eradicate because of fast proliferation

MangroveforestRecycling use of
aquaculture waste

Soil conditioner

Isolation & selection

Conservation of lake ecosystem and biodiversity, andutilization of water hyacinth

National Water Hyacinth Eradication Campaign
2012～2018
Total number of labor：1 million people
Total labor cost：100 million Ethiopia Birr(~USD $ 2.6 mil)

NH4
CO2

Microalgae
cultivation
温度コントロール不要

Effective use of carbon
and nitrate fromaquaculture waste

Aquaculture pondwith Bag Bio-Reactor

9

https://allafrica.com/stories/201709060104.html

12

The PROJECT for
Eco-engineering on Agricultural
Revitalization Towards
Human Health Improvement(EARTH):
Transforming Water Hyacinth toEnergy and Nutrition
EARTH
Eco-engineering for Agricultural
Revitalization Towards Improvementof Human Nutrition45

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46Key product: Microalgae Spirulina(1) JICA Equipment donation at Malaysian research institute

Spirulina originated in Ethiopia

Arthrospira fusiformis『Superfood』

UPM 49 items

Small Centrifuge

Indoor Bag Reactor Unit
System• High protein (50～70% dry weight)• Whole essential amino acids• 10 kinds of Vitamins (including VitaminB12)• Rich minerals such as iron and zinc

Nutrient Auto-Analyzer

Fluorescence Multi
Plate Reader

MITSUBISHI TRITON

Indoor Experimental
Small-scale Reactors○ 1g/day for 6 weeks intake→ Improvement of malnutrition

Continuous
Flow
Centrifuge

Portable Gas Analyzer(Antenna Technology, 2007)○ Productivity: 150～250 kg dry weight/ha/day→ 20 times more protein productivity
than soybeans (Taberumo Co.Ltd., 2018)

Muffle Furnace

屋外大型藻類培養装置（単位プロセス）
Outdoor Scaled-up Bag Reactor
Unit System

Liquid Chromatography
Mass Spectrometry

Ultra Micro Balance

Large Autoclave for
Photobioreactor

13

15

Manual & Protocol

11 manuals

Capacity Development Activities(1) Equipment installation at Malaysian research institute(2) Short-term training for Malaysian researchers in Japan(3) Workshop, seminar, symposium and outreach activities(4) Promotion of career advancement of young researchers

16
47

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★Research article：102（Co-authored with Malaysian researcher ：40）
★Patents：13★Awards：29★Mass media (newspapers, TV, etc.) ：21

49

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