Introduction

With Strategy 2030, in 2025 Erasmus University Rotterdam(EUR) set a course towards becoming an engaged university at the heart of society: a world leader committed to our local region. Through this strategy, our focus is on understanding the complex social issues of these times and making a positive and sustainable contribution to solutions through education, research and engagement.

A key insight from the last strategic plan period is that social impact requires focus. That is why, in 2025, five impact domains were identified: areas where societal challenges and EUR’s expertise converge. These domains form core reference points for Strategy 2030 and help to guide decision-making and create coherence. To enable a genuine difference to be made within these domains, three strategic goals have been formulated, which indicate the university’s priorities for the next five years. These goals have been further divided into nine strategic priorities, which provide specific guidance for action. The goals and priorities are inextricably linked and reinforce one another. Together with the impact domains, they serve as a guide for faculties and service units as they shape the strategy going forward.

Work was carried out behind the scenes in 2025 to implement this new strategic plan within the organisation. In early 2025, an implementation framework was adopted, setting out how the strategic priorities are to be implemented. This framework describes the arrangements regarding ownership and implementation, the way in which progress and performance will be monitored and the support structure required. 

The members of the Executive Board and the deans are responsible for implementing and monitoring the strategic goals and priorities.They contribute to a sense of ownership, cohesion, coordination and visible progress on the strategic themes. Portfolio holders are responsible for steering one or more priorities or themes and ensuring ongoing dialogue within the organisation and with relevant stakeholders.

In parallel, faculties and departments have begun adapting Strategy 2030 to their own context. The strategic goals are being fleshed out within the faculties and service units, with the priorities providing a framework for formulating specific actions. 

The 2025 annual report therefore marks a year of transition.It describes a period during which the new strategic plan has been prepared and adopted, but not yet fully implemented. From 2026 onwards, implementation of Strategy 2030 will continue, with specific goals, priorities and arrangements that will guide the development of Erasmus University Rotterdam up to 2030.