Road Map: Vision and Strategies of Hitotsubashi University for a Designated National University
Emerging as a Hub to Lead the Reform of the Social Sciences in Japan
5th year

Mid-term plan period Designation Third-Midterm period
Fiscal year
20192020
2021

Strategy (1): Selection and Concentration
Select Strategic Priority
Areas based on theleadership of the President

2022

Fourth-Midterm
2024

10th year Fifth-Midterm

2025

2026

2027

2028〜

(Strengthening of governance)

Strategic priority areas selected by Committee forStrategic Priority Areas (President serves as Chairman)

Review Strategic Priority Areas→ Strategic priority areas: Economics, Management, Accounting and Finance,Politics and International Relations, Psychology, Data Science, and Global Law
Strengthen
Committee forUniversity-wide
Personnel(Chair: President)

Hire through international open recruitment,
implement a designated annual salary system,
review of faculty evaluation system,
hire researchers based on their international
accomplishments

Strategy (2): Establishment of a world-class research workforce
Strengthen Hitotsubashi
Institute for Advanced
Study [HIAS]

2023

Research Center for Health Policy and Economics
Research Center for Global Economic System
Management Innovation Research Center

Synergistic effect ofinterdisciplinary research

Strategic priority areas: New hiring(net increase)

Further new hiring

Other areas: Hiring to replacepersonnel who leave

Thoroughly implement hiring policy having
international standards(Strengthening of Research Capabilities; International Cooperation & Collaboration)
Hold international conferences, seminars, policy forums
Invite prominent researchers from overseas, hire postdoctoral
researchers, provide education programs
Joint research with overseas universities through SIGMA

Evaluate projects, consider revision
or elimination, or expansion

Joint research with AIST, etc.,
Research Center for Data-driven Society (launched in 2022)
Hitotsubashi International Center of Research and Training of partnerships with corporations,development of education
Economic Measurements (Hi-CEM) (launched in 2022)
Research Center for Asia Policy Studies (reorganized in 2022) programs
Institute for Global Governance Research（reorganized in 2023）

Start up new research Centers for climate change, neuroscience

World-class global talent procurement program（HIAS BRIDGES）

Evaluate projects,
consider revision orelimination, or expansion
Start up new research
projects that respond tosocial issues

Young researcher development program（HIAS BRIDGES Next）

Review outcomes bystrategic priority areas(recruit 45 distinguished young researchers by FY2026）
World-class reseacher invitation project（HIAS BRIDGES Distinguished）

Review resourceallocation(invite world-class researchers from leading universities）

Key Performance Indicator
Number of English publications 156 publications(Number of English publications evaluated inWorld University Rankings)

QS World University Rankings
Number of newly hired offaculty

180 publications

200 publications

300 publications

Specific Subjects*: Economics & Econometrics, Business & Management
Subject Area ofStudies, Accounting & Finance, Politics & International Studies
Social Sciences &stManagement: 71st
Specific Subjects*: 51 – 100th
30 new hires

12 new hires

Hire 92 people to replacepersonnel who leave

1

Subject Area ofSocial Sciences &Management: top 30
Specific Subjects: top 30

60 new hires

Mid-term plan period Designation Third-Midterm period
Fiscal year
2019
2020
2021

5th year2022

Fourth-Midterm

2023

2024

10th year Fifth-Midterm

2025

2026

2027

2028〜

Undergraduate
degree program
Doctoraldegree
programDevelop globaleducation

Data science education
across human andnatural sciences
Foster youngresearchers

Implement Global Active Learning programs throughcollaboration with SIGMA, etc., design global portfolio,
overseas internship, specialized courses given in English
Introduce Dual Seminar system(Japanese seminars and English seminars)

Professional education(Master’s and Doctoral programs)

Business School
Law School
School of internationaland Public Policy
Program for nurturing highly
skilled professionals
in Health Economics

Enhance participatory hybrid seminar methods, devise hybrid international internship program,establish competency evaluation methods for transferable skills, develop diploma supplement
Verification, expansion of Dual seminars

Establish doctoral program, expand university-wide data science education program

OJT for research activities through international joint research and research to solve social issues, support for school expenses

Enhance programs

Acquisition ofAACSB
accreditation

Launch Center for Advanced Research andEducation in Management (H-CAREM),
strengthen relationship with overseas universities

Collaboration among Union ofFour Universities in Tokyo

Establish program

Examine career paths of graduates.
revise program

Establish Innovation Management program

Enhance executive programs

250 enrollees (AY2029)

Expand overseas partner institutions

Verification and expansion

Collect opinions from employers,revise program

Verification and expansion

Collect opinions from graduates and policy makers,
revise program

Establish EBPM Doctoral degree program

Management of Technology
human resources

Renewal ofAACSB
accreditation

Strengthen communication with external
stakeholders, market research for expansionof Business School

Enhance international internship programs in Law School,
expand double degree programs and internship programs

Make use of cross appointment
systemDoctoral degree program
EBPM Doctoral degree
program

Expand and develop
education programs
for working adults andexecutives

Enrollees of Global
Active Learning
Cumulative total of
450 students

Establish
faculty of Social Data Science

Establish
data design program

Master's degree program

Education forworking adults- Development of Global Captains of Industry -Strategy (3)︓ Reinvesting Research Outcomes in Society and Education(Acquisition & fostering of human resources; international cooperation & collaboration; collaboration with society)

Verification and expansion

Verification of effect, expansion of programs

Prepare degree programs to promote internationalizationand co-creation of humanities and science

Establish program

Expand existing executive programs,
develop new pilot programs

Develop new executive programs,
Devise new program utilizing information technoligies

Establish Health Economics ShortIntensive Course

Verification and expansion

Verification and expansion

Develop new programs responding to social demands

Key Performance Indicator
Number of specialized courses offered in
English in undergraduate programs
Cumulative total of enrollees of Global
Active Learning (SIGMA joint programs and Dual

125 courses

145 courses

160 courses

200 courses※ Number of courses offered in English among courses offered at Faculties and international exchange courses
Cumulative total of enrollees of Global Active Learning

450 enrollees

Cumulative total of enrollees of Data Design programs

150 enrollees

Seminars, etc.)

Cumulative total of enrollees of Data
Design programs
Acquire AACSB accreditation for theBusiness School and expand capacity ofstudents

BusinessSchool250
enrollees

Acquisition of AACSB
accreditation(AY2029)

Percentage of enrollees appointed to topmanagement positions after taking the Executive Program (for management personnel)
Executive Program

500
enrollees(AY2039)More than 66% of enrollees areappointed to top management positions
within five years

2Mid-term plan period Designation Third-Midterm period
Fiscal year
2019
2020
2021

5th year2022

Fourth-Midterm

2023

2024

10th year Fifth-Midterm

2025

2026

2027

2028〜

Strategy (4)︓ Strengthening of the Financial Base and Establishment of a Virtuous Cycle(Strengthening of financial base, collaboration with society)
Hitotsubashi University Foundation

Expand donations by using
dedicated fundraisers

Strengthen fundraising systems for the 150thanniversary in 2025

Expand commissioned research,etc.

Cooperation based on collaboration withAIST, Teikoku Databank, etc.

Expand co-creation of humanities and science projects and Industry-university
co-creation projects focusig on data science area

Put HICKS to use, Incorporated
companies

Expand commissioned research through HICKS

Establish incorporated companies

Monetization of Hitotsubashi Halland assets

Increase profits from Hitotsubashi Hall

Monetization of assets by making use of fixed-term land lease, etc.

Executive Programs

Investigate the utilization ofuniversity-owned land

Enhance Executive Programs

Revision of tuition

Strengthen networks of alumni (especially in Asia)

Formulate and implement campus grand design
Establish new executive programs, expand existing programs

Verification, enrich programs

Increase revenue through stepby-step increase of tuition (HUB)

Increase revenue by raising tuition (Faculties, HUB)
HUB: Hitotsubashi University Business School

Expansion of capacity of students

Market research for expansion of student capacity*Deregulation is the precondition

Increase revenue through step-by-step expansion of student capacity (HUB)*Deregulation is the precondition

Key Performance Indicator
Cumulative total of amount ofdonations to Hitotsubashi
Foundation
Increase in revenue fromcommissioned research, etc.

JPY 11 billion

JPY 12 billion

JPY 15 billion

JPY 15 million

JPY 30 million

JPY 150 million

Increase in revenue from
Hitotsubashi Hall, etc.

JPY 24 million

JPY 45 million

JPY 50 million

Increase in revenue from Executive
Program

JPY 25 million

JPY 40 million

JPY 160 millionIncrease in revenue from revisionof tuition and expansion of student
capacity

JPY 10 billion

JPY 200 million
from Faculties

JPY 400 million
from Faculties
JPY 64 million
from HUB

JPY 30 million
from HUB

JPY 400 million
from Faculties
JPY 200 million
from HUB

JPY 400 million
from Faculties
JPY 800 million
from HUB

Total amount of Total amount ofrevenue increase revenue increase
JPY 1 billion
JPY 2 billion

Total amount of revenue increase3Mid-term plan period Designation Third-Midterm period
Fiscal year
2019
2020
2021

5th year2022

Basic Strategy (5)︓ Enhancement of Diverse Educational and Research areas

2023

Fourth-Midterm
2024

10th year Fifth-Midterm

2025

2026

2027

2028〜

(Strengthening of governance)

Strengthen Governance under
Presidential Leadership

Further reallocation of internal budgets, more effective approaches to faculty evaluation

Hitotsubashi Global Advisory
Board

Launch the Board,
hold first meeting

Hold a meeting once or twice a year

Develop university
management administrators

Launch program

Undergraduate-level certificate program

Dispatch staff to overseas
universities for OJT

Dispatch staff to SMU for OJT

Dispatch staff to OIST for OJT

Reorganize a structure that is more
involved in governance

Evolve towards Master’s program

Verify results and expand destinations for dispatching staff

Strategy (6)： Enhancement of Diverse Educational and Research areas(Strengthening of research capabilities, acquisition and fostering of human resources)

Enhance basic research fields andfields other than strategicallyprioritized areas

Enhance basic research fields in law(positive law), mathematics, philosophy, history, etc.

Strategy (7)： Impacts on Other Social Sciences Universities / Faculties in Japan(Strengthening of research capabilities, acquisition and fostering of human resources, collaboration with society)

Roundtable discussions aboutdevelopment of social sciences

Hold Roundtable meetings,
disseminate information

Hold Roundtable meetings, disseminate information,
announce progress made in reform of Hitotsubashi University

verify reforms, disseminate the results of reforms

University Administrator
Development Program

Expand university management administrators
program to outside the university

Joint usage and joint research ofdata infrastructureLong-term economic statistics related to Japan and Asia from
Institute of Economic Research; collaboration with Graduate
School of Economics and Teikoku Databank

Ripple effect to graduate students
inside and outside Japan

Employ graduate students from inside and outside Japan as RA, etc.,
participate in research to solve social issues, provide opportunities for OJT for empirical research based on data infrastructure

Build joint research network withHIAS at the core

Promote international joint research andindustry-academia-government joint research

Joint usage and joint research ofdata infrastructure

Build joint research network, disseminate research results
inside and outside Japan

Become one of the world’s leading bases for
empirical research on the economy and management

Become research base where researchers gather from insideand outside Japan

Key Performance Indicator
Number of students who completed
university administrator development
program (cumulative total)
Number of university staff dispatchedoverseas for OJT (cumulative total)
Number of graduate students fromother universities hired as RA, etc.
(cumulative total)

15 people

35 people

5 people1 people
10 people

20 people

40 people

410 people

110 people