AU_FiveYear (2018-2022)_ConvertPdf. as of 9July,2018

AU Five-Year Strategic Plan (2018 – 2022)

PREFACE A strategic plan is an important tool for the administration and operations of a university to achieve preset goals based on its mission. At present, many factors in the external environment, such as politics, economics, society, etc., are changing rapidly. In particular, the presence of significant changes in the technological context and the government’s National Educational Plan has profoundly impacted the supply, demand, and competition in the higher education sector. Hence, it is deemed appropriate for Assumption University to review and rewrite the university’s strategic plan in order to maintain and sustain the institutional mission and one of its core values, namely, “Academic Excellence”. Therefore, to keep abreast of the changes and to enhance the competitiveness of Assumption University, the University has reviewed its previous strategic plan through critical environmental scanning, both internal and external. Subsequently, the University has formulated the “Assumption University Five-Year Strategic Plan (academic year 2018 –2022)” for the University’s administrators and personnel to use as a guideline and tool to efficiently manage the University and its units. The plan was approved by the University Council in January 11, 2018. It is organized in two parts. First, it presents a context for the strategic plan. Second, the plan provides targets for KPIs of each action plan proposed by schools and supporting units, and the designated persons responsible for attaining the targets. This Five-year strategic plan has been formulated based on the participation of all internal stakeholders of the University. It is expected that all schools and units will find these generic and broad guiding principles a model for their successful planning in the future. Finally, Assumption University would like to thank everyone involved for their outstanding efforts and contributions so that Assumption University remains one of the most distinguished institutions of higher education in the region. Assumption University Strategic Planning Committee June 2018

CONTENTS PART I: AU Five-Year Strategic Plan (2018-2022) …………………………………... 1 Vision ……………………………………………………………………………... 1 Mission ……………………………………………………………………………. 1 Core Values ……………………………………………………………………….. 1 Uniqueness ………………………………………………………………………... 1 Identity …………………………………………………………………………….. 2 Goals ……………………………………………………………………………..... 2 Strategies ………………………………………………………………………….. 2 Strategy I : Strengthening education quality towards internationalization ........... 3 Strategy II: Gearing AU towards digital transformation ……………………...... 6 Strategy III: Increasing social engagement within and beyond AU communities.. 8 Strategy IV: Ensuring AU sustainable development …………………………….. 10 PART II: AU Five-Year Strategic Plan (2018-2022): Target Establishment .………. 12 DEFINITION OF TERMS ……..……………………………………………...……….. 23 APPENDICES …………………………………………………………………………... 27

PART I AU Five-Year Strategic Plan (2018 – 2022) Vision Assumption University envisions itself in the next decade as: 1. an international community of scholars; 2. enlivened by Christian inspiration; 3. engaging in the pursuit of Truth and knowledge; and 4. serving human society, especially through the creative use of interdisciplinary approaches and cyber technology. Mission Assumption University, an International Catholic University, is committed to be the light that leads learners and its stakeholders from all parts of the world towards wisdom, Truth, and Christian values and to discover the “Treasure Within” themselves. Via effective teaching and research pedagogies of international standards as well as community engagement, the University aims to form individuals to be intellectually, morally, and spiritually sound, accountable, righteous, and service-minded citizens; excelling in serving communities comprising of diverse cultures. Core Values “CARE” C = Catholic Spirit A = Accountability R = Righteousness E = Excellence Uniqueness International Catholic University Emphasis and Strengths reflecting AU Uniqueness 1. Catholic University - Catholic values - Catholic symbols - Catholic leader - Liturgical services 1

2. International University - International programs - International scholars - International students - International recognition - Learning environment Identity Identity of Assumption University students and graduates 1. Ethics - Integrity - Social consciousness and responsibility - Discipline 2. English Language Proficiency 3. Entrepreneurial Spirit - Leadership - Management knowledge - Labor omnia vincit Goals 1. To be a leading international catholic university in the region 2. To produce graduates who excel in serving local and global communities Strategies Strategy 1: Strengthening education quality towards internationalization Strategy 2: Gearing AU towards digital transformation Strategy 3: Increasing social engagement within and beyond AU communities Strategy 4: Ensuring AU sustainable development 2

Strategy I Strengthening education quality towards internationalization Objective: 1 To leverage the University’s strength as an international university to Initiative: 1 produce quality graduates Steer academic programs towards international standards Action Plan KPI 1. Number of programs/schools granted 1.1 Pursue international standard international accreditations frameworks for quality assurance in each discipline, e.g. EdPEx1, ABET2, AACSB3, and etc. 1.2 Collaborate with accredited 1. Number of academic collaborations with institutions accredited institutions Initiative: 2 Enhance quality of teaching and learning process towards international standards and practices Action Plan KPI 2.1 Encourage overseas 1. Number of MOUs signed 2. Number of exchange students linkage/collaboration with leading 3. Number of exchange lecturers universities or organizations 2.2 Encourage and support active 1. Number of courses utilizing active learning learning 2.3 Encourage and support experiential 2. Student passing rate in the courses learning utilizing active learning 1. Number of experiential learning activities (e.g. industry/ organization visits, internships etc.) 2. Student satisfaction level 1 Education Criteria for Performance Excellence (EdPEx) 2 Accreditation Board for Engineering and Technology (ABET) 3 Association to Advance Collegiate Schools of Business (AACSB) 3

Objective: 2 To increase AU’s global recognition Initiative: 3 Raise international recognition of faculty members, students, and alumni Action Plan KPI 3.1 Enhance qualifications and 1. Percentage of full-time faculty members competencies of faculty members holding academic titles 2. Number of training/seminar projects organized 3.2 Promote and support faculty 1. Number of publications faculty members members to disseminate researches, published in international journals listed academic or creative works in by OHEC or conference proceedings international level 2. Number of citations in recognized 3.3 Launch student development databases such as TCI, ACI4, SCOPUS, programs for international Web of Knowledge etc. representation of the university (conferences, competitions) 1. Number of nominations as the country’s representatives in international events 2. Number of awards received by students internationally 3.4 Set up student and alumni 1. Percentage of graduate admissions in development programs for further recognized international institutions study and career development 2. Percentage of graduate employment in multinational firms 3. Number of development programs/activities/projects organized for alumni 4 ASEAN Citation Index (ACI) 4

Initiative: 4 Strengthen the positioning as a multicultural community of scholars (students and faculty members) Action Plan KPI 4.1 Support international internship and 1. Number of collaboration with employment for students multinational corporations (MNCs)5 2. Number of students doing internship with MNCs 3. Number of graduates receiving employment from MNCs 4.2 Increase the proportion and 1. Ratio of international faculty members diversity of international faculty to Thais members and students 2. Ratio of international students to Thais 3. Number of visiting professors from recognized overseas universities 5 Multi National Corporations (MNCs) 5

Strategy II Gearing AU towards digital transformation Objective: 1 To utilize Information and Communication Technology for enhancing the Initiative: 1 capability and efficiency in the core functions of teaching and learning, research, social service, and academic service Integrate digitalization into main functions (i.e. teaching, research, academic service and management) Action Plan KPI 1.1 Ensure reliable and efficient 1. Adequate network bandwidth infrastructures to support effective 2. Thorough coverage of Wi-Fi in all ICT use campuses 3. Sufficient computing capability at the data centre 4. Comprehensive cyber security 5. Level of satisfaction of stakeholders 1.2 Integrate digitalization in teaching 1. Number of courses delivered in digital and learning education format 2. Number of classrooms ready for conducting courses in digital education format 1.3 Organize faculty development 1. Number of activities organized activities to promote digital 2. Number of access to fully online course education 1.4 Create mobile applications and 1. Number of AU mobile applications in motivate faculty members and staff management function to use them and reduce paperwork in administrative and management 2. Estimated time and cost saved functions 3. Level of satisfaction of stakeholders 1.5 Utilize digital communication 1. Number of groups utilizing social channels to collaborate among AU network for collaboration community 2. Owned collaboration facilities 3. User satisfaction of collaboration facilities 6

Initiative: 2 Build an innovative culture to drive AU towards digital transformation Action Plan KPI 2.1 Conduct workshops/projects/ 1. Number of workshops/projects/activities activities to support digital organized transformation in teaching and learning, researches, and academic 2. Level of participant satisfaction services 2.2 Implemented initiatives towards 1. Number of initiatives implemented innovative culture that have an 2. Number of initiatives granted impact on AU competitiveness support/recognition 7

Strategy III Increasing social engagement within and beyond AU communities Objective: 1 To promote strong collaborations and partnerships between AU and Initiative: 1 stakeholders Increase collaboration with national or international organizations and Catholic institutions worldwide Action Plan KPI 1.1 Develop academic service projects 1. Number of projects organized in collaboration with national or international catholic organizations/institutions 1.2 Provide consulting services, 1. Number of services provided including training programs, etc. to interested the nonrevenue projects external communities 2. Number of faculty members participating or being invited 1.3 Establish systems and mechanisms 1. Number of research projects funded by for successful acquisition of external external organizations funding 2. Amount of funding 1.4 Develop systems and mechanisms 1. Number of projects that allow students to engage in 2. Number of students as research researches and academic services assistant Objective: 2 To connect public engagement with researches and academic activities Initiative: 2 Promote public engagement and support collaboration between AU faculty members and local schools or industries Action Plan KPI 2.1 Establish systems and mechanisms 1. Number of systems and mechanisms to promote and facilitate young developed researchers 2.2 Provide training programs to 1. Number of training programs develop competencies of young 2. Number of participants researchers 3. Number of research projects granted to young researchers 2.3 Set up multidisciplinary research or 1. Number of projects academic service projects 2. Number of participating local schools or industries and AU faculty members 8

Action Plan KPI 2.4 Organize social responsibility or 1. Number of projects organized service learning projects 1. Number of activities organized 2.5 Support activities to increase 1. Number of joint activities in student engagement collaboration with alumni 2.6 Support activities to increase alumni engagement 9

Strategy IV Ensuring AU sustainable development Objective: 1 To ensure innovative growth and sustainable employment of graduates in the Initiative: 1 digital age Establish systems and structures to support innovative growth and sustainable employment of graduates in the digital age Action Plan KPI 1.1 Develop new and innovative 1. Number of training courses/programs training courses/programs for organized 2. Number of participants in the training lifelong learning courses 3. Participant satisfaction 1.2 Develop new multidisciplinary 1. Number of programs developed academic programs 2. Number of enrolments 1.3 Improve curriculum and learning 1. Number of curriculums revised process to ensure sustainable employment of graduates 1.4 Integrate all institutional resources 1. Number of new start-ups or entrepreneurs to support the growth of new developed start-ups or entrepreneurs 1.5 Develop students’ soft skills (e.g. 1. Number of training activities/programs moral education, ethics, ICT organized communication, leadership, etc.) 2. Level of incremental soft skills of participants Objective: 2 To make known to public the distinctive features of AU Initiative: 2 Create uniqueness and good image for the university Action Plan KPI 2.1 Organize projects/activities 1. Number of projects/activities organized preserving art and culture 2. Level of satisfaction of stakeholders 10

Action Plan KPI 2.2 Inculcate the University’s identity 1. Level of employers’ satisfaction towards i.e. Ethics, English Language graduates’ ethics: integrity, social Proficiency, Entrepreneurial Spirit consciousness & responsibility, and into students discipline 2. Level of graduating students’ English language proficiency at the undergraduate level based on CEFR6 or equivalent scales 3. Level of graduating students’ English language proficiency at the postgraduate level based on CEFR or equivalent scales 4. Level of employers’ satisfaction towards graduates’ entrepreneurial spirit: leadership, management knowledge, and Labor omnia vincit 2.3 Promote the university in national 1. Number of events organized/ and international events, participated/co-hosted competitions and conferences 2. Number of participants participating 2.4 Support all forms of PR activities 1. Number of PR activities in all media 2. Percentage increase in the number of student enrolments Initiative: 3 Develop and maximize quality management system and resources Action Plan KPI 3.1 Adopt performance-based 1. Stakeholders’ satisfaction evaluation 1. Stakeholders’ satisfaction 3.2 Enforce good governance in all AU operation units 3.3 Promote utilization of 1. Number of seminars, conferences, Knowledge Management (KM) workshops, and meetings organized/co- hosted for knowledge sharing 2. Number of knowledge assets utilized 3.4 Support all units to provide 1. Level of satisfaction of stakeholders innovative and effective services 6 Common European Framework of Reference for Languages (CEFR) 11

PART II AU Five-Year Strategic Plan (2018-2022): Target Establishment (Targets of KPIs are established for three years. They can be annually updated.) Strategy I Strengthening education quality towards internationalization Objective: 1 To leverage the University’s strength as an international university to Initiative: 1 produce quality graduates Steer academic programs towards international standards Target By Whom 2019 Action Plan KPI Responsible Facilitators/ 4 unit Supporters 2018 2020 1.1 Pursue international 1. Number of 3 5 GSB, MSME, - AU programs/ schools Arts, BLNS - VP. Academic standard frameworks granted Affairs for quality assurance - VP. PPQA international in each discipline, accreditations e.g. EdPEx, ABET, AACSB, and etc. 1.2 Collaborate with 1. Number of 5 10 15 GSB, GSHS, - AU accredited academic institutions collaborations with GSeL, MSME, - VP. Academic accredited institutions Arts, BLNS, Affairs VMS Initiative: 2 Enhance quality of teaching and learning process towards international standards and practices Target By Whom 2019 Action Plan KPI Responsible Facilitators/ 10 unit Supporters 2018 2020 2.1 Encourage overseas 1. Number of MOUs 5 15 GSB, GSHS, - AU linkage/collaboration signed GSeL, MSME, Arts, BLNS, - VP. Academic with leading VMS, Law, Affairs Biotech universities or organizations 2. Number of exchange 50 80 80 GSB, GSeL, students MSME, BLNS, VMS, Com_Arts, Biotech 3. Number of exchange 5 5 10 GSB, MSME, lecturers BLNS, VME, Biotech 12

Target By Whom 2018 2019 2020 Action Plan KPI Responsible Facilitators/ 20 30 40 unit Supporters 2.2 Encourage and 1. Number of courses support active utilizing active >50% >50% >50% GSB, GSHS, - AU learning learning GSeL, MSME, Arts, BLNS, 2.3 Encourage and 2. Student passing VMS, support experiential rate in the courses Com_Arts, learning utilizing active Law, Biotech, learning 10 15 20 GSB, GSHS, - VP. Academic 1. Number of experiential MSME, Arts, Affairs learning activities (e.g. industry/ BLNS, VMS, - VP. Student organization visits, internships etc.) Law Affairs 2. Student satisfaction ≥3.51 ≥3.51 ≥3.51 level Objective: 2 To increase AU’s global recognition Initiative: 3 Raise international recognition of faculty members, students, and alumni Target By Whom 2019 Action Plan KPI 11% 2020 Responsible Facilitators/ 2018 10 12% unit Supporters 3.1 Enhance 220 15 qualifications and 1. Percentage of full- 10% 250 All Schools - VP. Academic competencies of time faculty 10 10 Affairs faculty members members holding 15 academic titles - VP. Research 3.2 Promote and and Academic support faculty 2. Number of training/ Services members to seminar projects disseminate organized researches, academic or 1. Number of 200 All Schools - VP. Research creative works in publications faculty and Academic international level members published GSB, GSHS, Services in international MSME, BLNS, journals listed by VMS, Biotech - VP. Academic OHEC or conference Affairs proceedings - IRAS 2. Number of citations 10 in recognized databases such as TCI, ACI, SCOPUS, Web of Knowledge etc. 13

Target By Whom 2019 Action Plan KPI Responsible Facilitators/ 5 unit Supporters 2018 2020 3.3 Launch student 1. Number of 3 7 GSB, GSHS, - VP. Student nominations as the MSME, Arts, Affairs development country’s BLNS, VMS representatives in programs for international events 223 international 2. Number of awards received by representation of students internationally the university (conferences, competitions) 3.4 Set up student and 1. Percentage of 1% 1% 2% GSB, GSHS, - VP. Student alumni graduate MSME, BLNS, Affairs development admissions in VMS, Com_Arts, programs for recognized Biotech further study and international career development institutions 5% 10% 15% GSB, GSHS, MSME, Arts, 2. Percentage of BLNS, VMS, graduate VME, Com_Arts, employment in Arch multinational firms 1 1 1 Student Affairs 3. Number of development programs/ activities/ projects organized for alumni Initiative: 4 Strengthen the positioning as a multicultural community of scholars (students and faculty members) Action Plan Target By Whom 2018 2019 2020 4.1 Support KPI 20 25 30 Responsible Facilitators/ international unit Supporters internship and 1. Number of 50 50 50 employment for collaboration with 100 100 150 GSB, MSME, - VP. Student students multinational Arts, BLNS, Affairs corporations VMS, (MNCs) Com_Arts, Law, Biotech 2. Number of students doing internship GSB, MSME, - AU with MNCs Arts, BLNS, Com_Arts, Law 3. Number of graduates receiving All Schools employment from MNCs 14

Action Plan Target By Whom 4.2 Increase the KPI 2018 2019 2020 Responsible Facilitators/ proportion and unit Supporters diversity of 1. Ratio of international international 1:3 1:3 1:3 GSB, GSHS, - AU faculty members faculty members to GSeL, MSME, - OHRM and students Thais BLNS, Com_Arts, Law 2. Ratio of international 1:4 1:4 1:4 GSB, GSHS, - Office of the students to Thais GSeL, MSME, University BLNS, Com_Arts, Registrar 3. Number of visiting Biotech professors from recognized 3 5 5 GSB, GSHS, - AU overseas universities MSME, Arts, BLNS, Biotech 15

Strategy II Gearing AU towards digital transformation Objective: 1 To utilize Information and Communication Technology for enhancing the Initiative: 1 capability and efficiency in the core functions of teaching and learning, research, social service, and academic service Integrate digitalization into main functions (i.e. teaching, research, academic service and management) Target By Whom Action Plan KPI 2018 2019 2020 Responsible Facilitators/ unit Supporters 1.1 Ensure reliable and 1. Adequate network efficient bandwidth 1500/550 2000/650 2500/750 infrastructures to support effective 2. Thorough coverage Mbps7 Mbps Mbps VP. ICT ICT use of Wi-Fi in all Director, ITS campuses 100% 100% 100% 3. Sufficient computing 85% 90% 95% capability at the data centre ≤2 ≤1 ≥3.51 ≥3.51 4. Comprehensive ≤3 cyber security 50 80 All Schools 5. Level of satisfaction ≥3.51 of stakeholders 1.2 Integrate 1. Number of courses 50 - VP. ICT digitalization in delivered in digital - Director, ITS teaching and education format - Audio-Visual learning Dep. 2. Number of 10 12 15 - AU classrooms ready for conducting courses in digital education format 1.3 Organize faculty 1. Number of 5 5 10 All Schools - VP. ICT development activities organized activities to promote digital 2. Number of access to 50 80 80 fully online course education 7 Local/International Bandwidth Mega bits per second 16

Target By Whom 2019 Action Plan KPI 2018 2020 Responsible Facilitators/ 5 6 7 unit Supporters 1.4 Create mobile 1. Number of AU applications and mobile applications 10% 20% 20% All Schools - AU motivate faculty in management ≥3.51 ≥3.51 ≥3.51 and - VP. members and staff function Supporting to use them and 10 15 20 units Administrative reduce paperwork 2. Estimated time and Affairs in administrative cost saved 3 3 3 and management ≥3.51 ≥3.51 ≥3.51 All Schools - AU functions 3. Level of and satisfaction of Supporting 1.5 Utilize digital stakeholders units communication channels to 1. Number of groups collaborate among utilizing social AU community network for collaboration 2. Owned collaboration facilities 3. User satisfaction of collaboration facilities Initiative: 2 Build an innovative culture to drive AU towards digital transformation Target By Whom 2019 Action Plan KPI Responsible Facilitators/ 15 unit Supporters 2.1 Conduct workshops/ 1. Number of 2018 ≥3.51 2020 10 20 All Schools - AU 3 and projects/activities to workshops/projects/ ≥3.51 2 ≥3.51 Supporting units support digital activities organized 2 3 1 3 transformation in 2. Level of participant teaching and satisfaction learning, researches, and academic services 2.2 Implemented 1. Number of MSME, VME - VP. ICT initiatives towards initiatives innovative culture implemented that have an impact on AU 2. Number of competitiveness initiatives granted support/ recognition 17

Strategy III Increasing social engagement within and beyond AU communities Objective: 1 To promote strong collaborations and partnerships between AU and Initiative: 1 stakeholders Increase collaboration with national or international organizations and Catholic institutions worldwide Target By Whom 2019 Action Plan KPI Responsible Facilitators/ 10 unit Supporters 2018 2020 1.1 Develop academic 1. Number of 8 10 GSB, GSHS, - VP. Research MSME, Arts, and Academic service projects in projects organized BLNS, Services Com_Arts, collaboration with IELE, IRAS - IRAS national or international catholic organizations/ institutions 1.2 Provide consulting 1. Number of 50 50 60 All Schools - VP. Research services, training services provided IRAS and Academic programs, etc. to including the Services interested external nonrevenue communities projects 2. Number of faculty 50 50 60 GSB, GSHS, - VP. Academic members MSME, Arts, Affairs participating or BLNS, VMS, - VP. Research being invited Com_Arts, and Academic Law, Biotech, Services IELE, IRAS 1.3 Establish systems 1. Number of 10 10 15 GSB, GSHS, - VP. Research and mechanisms for research projects MSME, Arts, and Academic successful funded by external BLNS, Services acquisition of organizations VMS,VME, external funding Biotech, IRAS 2. Amount of > 3 M Baht > 3 M Baht > 3 M Baht GSB, GSHS, funding MSME, Arts, BLNS, VMS, VME, Com_Arts, Biotech, IRAS 1.4 Develop systems 1. Number of 3 3 5 GSB, GSHS, - VP. Research and mechanisms projects MSME, Arts, and Academic that allow students BLNS, VMS, Services to engage in Com_Arts, - IRAS researches and Biotech, IRAS academic services 2. Number of 15 15 20 GSB, GSHS, students as MSME, BLNS, research assistant Com_Arts, Law, Biotech 18

Objective: 2 To connect public engagement with researches and academic activities Initiative: 2 Promote public engagement and support collaboration between AU faculty members and local schools or industries Target By Whom 2018 2019 2020 Action Plan KPI Facilitators/ 112 Supporters Responsible unit 335 2.1 Establish systems 1. Number of IRAS - AU and mechanisms systems and 80 80 100 - VP. Research to promote and mechanisms facilitate young developed and Academic researchers Services 2.2 Provide training 1. Number of GSB, GSHS, GSeL, - VP. Research programs to training programs MSME, Arts, BLNS, and Academic develop VME, Com_Arts, Services competencies of 2. Number of Law, Music, IELE, young participants IRAS - IRAS researchers GSB, GSHS, MSME, Arts, BLNS, Com_Arts, Law, Biotech, IELE, IRAS 3. Number of 15 15 20 GSB, GSHS, MSME, Arts, BLNS, Biotech, research projects IELE, IRAS granted to young Researchers 2.3 Set up 1. Number of 3 5 10 GSB, GSHS, MSME, - VP. Research multidisciplinary projects Arts, BLNS, and Academic research or Com_Arts, Biotech, Services academic service IELE, IRAS projects 2. Number of 10 10 15 GSB, GSHS, MSME, Arts, BLNS, Biotech, participating local IELE, IRAS schools or industries and AU faculty members 2.4 Organize social 1. Number of 335 GSB, GSHS, MSME, - VP. Student responsibility or projects organized Arts, BLNS, Affairs service learning Com_Arts, Law, projects Biotech, Student Affairs 2.5 Support activities 1. Number of 10 10 15 GSB, GSHS, - VP. Research MSME, Arts, and Academic to increase student activities organized BLNS, VMS, Law, Services Biotech, IELE engagement - VP. Student Affairs 2.6 Support activities 1. Number of joint 1 1 1 GSB, GSHS, MSME, - AU Arts, BLNS, VMS, - VP. Student to increase activities in Law, Biotech, Student Affairs Affairs alumni collaboration with engagement alumni 19

Strategy IV Ensuring AU sustainable development Objective: 1 To ensure innovative growth and sustainable employment of graduates in Initiative: 1 the digital age Establish systems and structures to support innovative growth and sustainable employment of graduates in the digital age Target By Whom 2019 Action Plan KPI Responsible Facilitators/ 2 unit Supporters 2018 30 2020 1.1 Develop new and 1. Number of training 1 ≥3.51 2 GSB, GSHS, - VP. courses/programs 30 1 MSME, Arts, Academic innovative organized 20 50 BLNS, Law, Affairs training courses/ ≥3.51 3 Biotech, 2. Number of 1 Student - VP. Student programs for participants in the 20 2 Affairs Affairs training courses 3 lifelong learning 5 2 ≥3.51 3. Participant ≥3.51 satisfaction 5 ≥3.51 1.2 Develop new 1. Number of 2 GSB, MSME - VP. multidisciplinary programs Academic academic developed Affairs programs 2. Number of 20 enrolments 1.3 Improve 1. Number of 5 GSB, GSeL, - VP. curriculum and curriculums revised learning process to MSME, Academic ensure sustainable employment of BLNS, VMS, Affairs graduates Law, Arch, Music 1.4 Integrate all 1. Number of new 2 GSB, MSME - VP. institutional start-ups or Academic resources to entrepreneurs Affairs support the growth developed of new start-ups or entrepreneurs 1.5 Develop students’ 1. Number of training 5 GSB, MSME, - VP. soft skills (e.g. activities/ programs ≥3.51 Arts, BLNS, Academic moral education, organized VMS, Law Affairs ethics, ICT communication, 2. Level of - VP. Moral leadership, etc.) incremental soft Development skills of Education participants 20

Objective: 2 To make known to public the distinctive features of AU Initiative: 2 Create uniqueness and good image for the university Target By Whom 2019 Action Plan KPI Responsible Facilitators/ 2018 5 unit Supporters 2020 2.1 Organize projects/ 1. Number of 5 ≥3.51 5 All Schools - VP. Student activities projects/activities ≥3.51 Affairs preserving art and organized ≥3.51 ≥3.51 ≥3.51 culture 2. Level of ≥3.51 satisfaction of stakeholders 2.2 Inculcate the 1. Level of employers’ All Schools - VP. Research University’s satisfaction towards and Academic identity i.e. Ethics, graduates’ ethics: Services integrity, social English Language consciousness & - VP. Moral responsibility, and Development Proficiency, discipline Education Entrepreneurial Spirit into students 2. Level of graduating CEFR:B2 CEFR:B2 CEFR:B2 IELE - AU level level All Schools students’ English level language proficiency at the undergraduate level based on CEFR or equivalent scales 3. Level of graduating CEFR:B2 CEFR:B2 CEFR:B2 students’ English level level level language proficiency at the postgraduate level based on CEFR or equivalent scales 4. Level of ≥3.51 ≥3.51 ≥3.51 GSB, GSeL, - VP. employers’ MSME, Arts, Academic BLNS, VMS, Affairs satisfaction towards Com_Arts, graduates’ Law, entrepreneurial spirit: leadership, management knowledge, and Labor omnia vincit 2.3 Promote the 1. Number of events 5 5 10 GSB, MSME, - AU university in organized/ Arts, BLNS, national and participated/ VMS, international co-hosted Com_Arts, events, 2. Number of 50 50 80 Biotech competitions and participants conferences participating 21

Target By Whom 2019 Action Plan KPI Responsible Facilitators/ 20 unit Supporters 2018 2020 2.4 Support all forms 1. Number of PR 20 1% 20 GSB, GSeL, - AU of PR activities activities in all BLNS, VMS, media 1% 1% Com_Arts, - Office of the Biotech, Music University 2. Percentage increase Registrar in the number of student enrolments Initiative: 3 Develop and maximize quality management system and resources Target By Whom 2019 Action Plan KPI 2018 ≥3.51 2020 Responsible Facilitators/ ≥3.51 ≥3.51 ≥3.51 unit Supporters 3.1 Adopt 1. Stakeholders’ ≥3.51 performance- satisfaction ≥3.51 5 All Schools - AU based evaluation 5 and 1. Stakeholders’ 3 Supporting - VP. 3.2 Enforce good satisfaction ≥3.51 5 units Administrative governance in all ≥3.51 Affairs AU operation units 1. Number of seminars, 5 GSB, GSHS, - VP. PPQA conferences, 3 MSME, Arts, 3.3 Promote workshops, and BLNS, VMS, utilization of meetings organized/ Com_Arts, Knowledge co-hosted for Law, IELE Management knowledge sharing (KM) GSB, GSHS, 2. Number of MSME, Arts, 3.4 Support all units knowledge assets BLNS, Law, to provide utilized IELE innovative and effective services 1. Level of ≥3.51 All Schools - AU satisfaction of and stakeholders Supporting units 22

DEFINITION OF TERMS  Accountability An individual who is secure in their values and commitments will possess integrity and accountability. They will be able to take responsibility for their decisions, which is important to improving themselves and developing as good leaders. They will also be in a position to serve their society and excel in their careers.  Catholic leader refers to the President of the University who is a member of Montfort Brothers of St. Gabriel.  Catholic symbols refer to the use of symbols invested with an inner meaning expressing Christian beliefs: ● Crucifix, statute of Christ (“I am the Way, the Truth, and the Life”), Our Lady (Sedes Sapientia – the Seat of Wisdom), St. Louis Marie Grignon de Montfort, St. Peter, St. Paul, St. John Paul II, St. John XXIII, St. Gabriel, St. Rafael, St. Michael, St. Martin de Tours, St. Vincent Mary, Bernadette de Lourdes, Assumption, St. Philip & St. Bernard, St. Albert, St. Laurence, King David, King Solomon, Queen of Sheba. ● “You are the salt of the earth…You are the light of the world…”(Matthew 5:13-14, on the Gate of Wisdom)  Catholic university is defined as a Catholic institution of higher learning characterized by shared Christian vision and goals, reflection in the light of faith, fidelity to tradition and commitment to service. (Association of Catholic Universities and Colleges)  Catholic values refer to Gospel values expressed in the New Testament. The university emphasizes the core values of Christianity which are faith, hope, & love.  Discipline refers to mastery of self-discipline and social discipline.  English Language proficiency refers to the acquisition of the four skills of English usage.  Entrepreneurial spirit refers to the mindset to exercise responsible leadership and take initiatives based on management knowledge through the motto: LABOR OMNIA VINCIT.  Ethics refers to acquired moral values and character of students and graduates through the formation process based on Catholic values. 23

 Integrity refers to personal character adherent to honesty, reliability, credibility and accountability.  International programs refer to programs designed in line with the international curricula, using English as a medium of instruction, accessible to students worldwide, and recognized by overseas universities and organizations.  International recognition refers to overseas collaboration through memoranda of understanding with universities and organizations as well as acceptance of students and graduates worldwide.  International scholars refer to faculty members and researchers of diverse nationalities and cultures.  International students refer to students of diverse nationalities and cultures.  International university refers to an international learning community, with international recognition, composed of international programs, international scholars and students.  Labor omnia vincit The Latin slogan of AU which is printed in its letterheads and inscribed on its buildings is Labor omnia vincit. This translates as “work defeats everything”. Often in society, people merely accept what happens is a product of fate or fortune. But students at AU are taught to try to change their situation, to strive to overcome obstacles, not only through physical effort, but also by intellectual planning and critical thinking.  Leadership refers to personal attributes that cover positive thinking, passion for success, critical and creative thinking.  Learning environment refers to the integration of architectural design, facilities, and atmosphere conducive to learning among students of diverse nationalities and cultures.  Liturgical services refer to liturgical and sacramental rites. (Mass celebrated on different occasions, i.e., the beginning of the new academic year, Assumption Day, the feast of St. Louis Marie Grignon de Montfort, Christmas, Holy Week, Easter, Sundays, weekdays.)  Management knowledge refers to knowledge concerning managerial functions in organization. 24

 Righteousness An individual who is educated with an attention to Truth and accountability will have developed a conscience and good will. They will be attentive to improving themselves and improving society in general. They will always be dedicated to justice.  Self-discipline refers to the ability to control oneself to do things that should be done.  Social consciousness refers to awareness of communal life with moral obligation to care, share and sacrifice for others.  Social discipline refers to conformity to social norms and respect for the rights of others.  Treasure Within This refers to the inner potential of each individual. Education awakens this potential and allows it to develop. It allows to develop their innate skills and capacities and to overcome their weaknesses. If a student is committed to Truth, the education process will allow them to develop to their full potential.  Truth AU takes seriously its role as an International Catholic University. It is proud of its diverse faculty and diverse student body who come from every region of the world and every religion. So the University is supportive of the diversity of values. Yet, it is also dedicated to encouraging its students to rigorously strive for “Truth” in their education and in their individual lives. This Truth will differ based upon the background of the student, but it is crucial for creating a solid foundation for their values. 25

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