We are a dynamic, global and transformational University Group. Creating better futures, we will be world leading in all that we do.

We are a dynamic, global and transformational University Group. Creating better futures, we will be world leading in all that we do.

Enterprise and Innovation Infrastructure, Investment and Financial Sustainability Our Vision Our Mission Internationalisation (Global University) 14 16 Corporate Social Responsibility 04 12 20 The Coventry Way 06 Research People and Organisation Development Corporate Strategy Key Metrics Cumulative numbers over the planned period Education and Student Experience 10 08 18 22

Our Mission Our Vision We are a dynamic, global and transformational University Group. Creating better futures, we will be world leading in all that we do. The 2015-2021 Coventry University Group Corporate Strategy marks the next evolution in the development of the University Group through which we will enhance our position as a leading provider of innovative education and impactful research both nationally and internationally. 04 Our Vision Since 2010 Coventry University has undertaken an evolutionary transformation. Strategic initiatives such as our London Campus, Coventry University College and the Institute for Advanced Manufacturing and Engineering have been successfully delivered alongside investment in campus regeneration, including our state-of-the-art Engineering and Computing building and Student Hub. A focus on growth and continuous improvement in teaching and learning, research and internationalisation has seen the University rise rapidly in both the Guardian University rankings from 75th to 15th and in the Times Higher Education league tables from 76th to 42nd. This reflects our position as a leading institution for education and student experience, international student mobility, entrepreneurship and world leading research. Coventry is the leading modern university in the UK. The Coventry University Group of 2015 has: An overall income of 241m (2013/14) delivered through the University and its subsidiaries A population of 18,877 UK/EU students and 7,052 international students studying at our campuses in the UK on undergraduate and postgraduate teaching and research programmes, and 5,655 through our partnerships and joint ventures overseas A University staff of 3,475 people An asset base including our main 33 Acre Coventry Campus, Coventry University College, Technology Park and Coventry University London Campus An international delivery model incorporating 2 joint ventures in Turkey and China and collaborative delivery with 29 partners in 17 countries A group structure including, Coventry University London Campus Ltd, Coventry University College Ltd, Coventry University Enterprises Ltd, CU Services Ltd, Coventry University Social Enterprises CIC and Serious Games International Ltd Building on our success and the delivery of previous plans, the 2021 Strategy supports our mission and values and highlights our strategic priorities for enhancing and evolving; our education and student experience, our research, our role as a global university and our enterprise and innovation drive. These strategic priorities are underpinned by enabling strategies that support our people and organisational development, infrastructure and investment and corporate and social responsibility. Our governing body brings a wealth of experience and expertise to the development and strategic positioning of the University Group. In the delivery of our 2021 Corporate Strategy we value the support, engagement and challenge of our Governors. Aligned to this is a recognition of the contribution provided by the boards of the subsidiary companies within the University Group. We recognise the importance of effective corporate governance to support both the University Group and the delivery of our strategic priorities, and will further develop our established corporate governance framework. By the end of the 2021 Corporate Strategy period the Coventry University Group will have: An annual turnover of 445m delivered through the University and its subsidiaries 80,000 UK, EU and international students studying with the University on undergraduate and postgraduate teaching and research programmes and through our international joint ventures and partnerships overseas Be recognised as a provider of global education in six continents Almost 60,000 interactions with SMEs through our commercial activity Invested a total of 353m to support our activities An increased asset base that will include: On the Coventry Campus: a new Health & Life Sciences building, a new Research & Global University Hub, new student accommodation, extensions to our Faculties of Arts & Humanities, Engineering, Environment & Computing, Business & Law, and the expansion of the Technology Park The development of two further campuses for Coventry University College within the UK and the expansion of Coventry University London Campus An online fully distance learning campus An international delivery model with four Joint Venture initiatives around the globe 1,000 University Group staff with a PhD supporting up to 2,500 research students Five University Research Centres with a 4* Research Excellence Framework (REF) rating and supported by a portfolio of Faculty Research Centres The landscape of higher education is evolving. It will continue to change as a result of the policies of the new UK government in relation to positioning of universities; the dynamics of research and enterprise and innovation funding; the approach to international student visas; and the undoubted national and global competition in higher education. In view of this evolving landscape we will undertake a review of the Corporate Strategy Key Metrics during 2017/2018 to ensure we remain on target to achieve our ambitions. The coming years will be challenging but exciting. Our approach to partnership delivery, entrepreneurship and financial and operational sustainability combined with a delivery and implementation focus that is fast paced and responsive, reflects The Coventry Way. This will ensure that we address these challenges through our 2021 Strategy and achieve transformational growth. Prof John Latham Vice-Chancellor and Chief Executive Officer Mr Stephen Parker Chair of the Board of Governors

The Coventry Way We are a leading edge University Group with a dynamic operation, which is globally enabled and technologically advanced. Our Corporate Strategy sets out our ambition for transformational growth as a sector leader in Higher Education. The Coventry University Group is known for providing a ground-breaking high-quality learning experience for all of its students; delivering research which is focussed on excellence with impact in areas of niche dominance; a commitment to internationalisation in student recruitment, partnership and collaborative working, alongside a global curriculum and staff and student mobility; and a real business-engaged model of enterprise and innovation. While we have become a global institution we respect our history. From being a College of Design in 1843 through to our amalgamation with Lanchester College of Technology and Rugby College of Engineering Technology to becoming a Polytechnic and, subsequently, a University in 1992. Our origins in Coventry as an industrial city serve as a reminder of the need to ensure that our professional and vocational courses reflect the needs of individuals and employers, that our research should have originality, significance and rigour with a world-leading reputation, and that our engagement with business in enterprise and innovation should support social and economic prosperity all within a local, national and international knowledge economy. We recognise that our staff are central to the University s success and will continue to build the capacity and capability of our people to achieve impact on the quality of teaching and learning, research outputs and impact, enterprise development and our ability to operate globally. We will be an employer of choice and rated nationally as one of the best places to work. Our reputation reflects an institution that is confident in its mission, in itself and in its consistent execution and delivery of objectives. Through an approach that is partnership driven, entrepreneurial and sustainable, both financially and operationally, we will be recognised within the higher education and business sectors as leading edge and disruptive through innovation. The 2021 Corporate Strategy builds upon our achievements and accolades since 2010, namely: University of the Year for Student Experience The Times and Sunday Times Good University Guide 2015 The Queen s Award for Enterprise in International Trade 2015 Award for student employability at the Guardian University Awards 2015 Ranked No.15 UK University Guardian University Guide 2016 The UK s Top Modern University in all three major UK rankings (The 2016 Complete University Guide, Guardian League Table 2015 and The Times and Sunday Times 2015) An improved rating in the Research Excellence Framework 2014 with research that is world leading Entrepreneurial University of the Year in 2011 It is this, combined with an effective delivery model and fast paced implementation focus, that encapsulates The Coventry Way. 06 The Coventry Way

Cumulative Key Metrics to 2021 Research Total Research Income 122m We will be nationally and internationally recognised within the academic, business and government communities as undertaking research of the highest quality that has impact beyond academia which yields economic, social and cultural benefits. 08 Research Our research will continue to deliver excellence with impact, reflecting our core value of being global in our outlook and being impactful in all that we do. We will deliver, through our University and Faculty Research Centres, single discipline and multi-disciplinary research that will inform teaching, achieve niche dominance, and - by working with the Top 400 World ranked universities - a global reputation. By 2021 we expect the research landscape to have changed and to be characterised in the following way: A continued national funding of pure research including nationally important research facilities A strong national funding programme for innovation with the catapult network now mature with their own sustainable funding profiles Horizon 2020 EU funding round completed with its successor announced and open for bids A healthy mix of postgraduate research students, 40% of whom are UK nationals, with a range of funding sources Through our research strategy we will deliver excellence with impact. Excellence will be defined as a combination of originality, significance and rigour: the triad that lies at the heart of global peer esteem. Impact will be defined as economic, social, cultural, policy-influencing, or practice-enhancing, depending on the nature of the disciplines. 30% INCREASE OF STAFF WITH DOCTORATES High quality Research income 11m Completions 1,875 Total Journal Publications 4,540 Our research strategy is based around five pillars: Research informed teaching University and Faculty Research Centres Career development and progression for research staff Partnerships with world-leading institutions Diversification of research income Core to our strategy is to embed research into the academic pedagogy through research-informed teaching, providing our students with opportunities in research and supporting our postgraduate and PhD students and early career researchers. We will undertake the highest quality research through our University and Faculty Research Centres, focused on niche areas that will become internationally renowned for excellence. We will attract, develop and nurture the careers of excellent researchers and provide an integrated approach to career development from postgraduate level to early career researchers, through to established research leaders. We will provide an environment that attracts and retains those individuals at the peak of their research career, including investment in stateof-the-art facilities and equipment. Our recruitment strategy will focus on bringing in the very best researchers who complement our Research Centres. Building on our success of developing large-scale strategic business partnerships we will extend our relationships with world-leading institutions (both in the UK and overseas) to drive high-quality, high-impact research and diversify our income from business and international programmes.

Cumulative Key Metrics to 2021 Undergraduate Education and Student Experience We will be recognised by our students and employers for providing a high-quality education and learning experience. 10 Education and Student Experience We will be recognised by our students and employers for providing a high-quality education and learning experience. We will demonstrate our core value of excellence in education and student engagement by reflecting the changing nature of the learning experience across centres of excellence including our Coventry Campus, our Coventry University London Campus (the most successful capital-based campus of any regional University), our Coventry University College operations and within our international partnerships and joint ventures. We will continue to respond to demand for an increase in flexible modes of study, the enhancement of blended and online learning and growth in postgraduate education with our special emphasis on real world experience. Responding to new ways of working and utilising emerging technologies we will deliver an educational and student experience that is research inspired, embeds employability and community responsibility, supports creativity and enterprise and provides multicultural and international engagement within enhanced and stimulating learning environments and study spaces. By 2021 we expect the student education landscape to have changed and to be characterised in the following way: An increased focus on the quality and value of higher education, including recognition of universities offering the highest quality teaching and resultant graduate employment linked to fees and the student loan system Expansion in degree apprenticeships, cementing the relationship between higher education and industry A lifting of the cap on student numbers Developments in new ways of working, utilising emerging technologies and a drive to flip the classroom A significant increase in flexible modes of study, blended and online learning and postgraduate education Through our Education and Student Experience strategy we will ensure that our graduates are confident citizens who can demonstrate a range of individual, collaborative, and professional skills and attributes. Building upon our success we will provide our students with a transformative learning experience, preparing them to make significant contributions to their professions and the economy and to be a creative force in a rapidly evolving world. 75 95 Overall Student satisfaction % of taught sessions described as passionate students engaged in career enhancing extra-curricular activity Equality of attainment, BME, gender, disability, age, fee status Equality The Destinations of Leavers from Higher Education (DLHE) 85% Top 25% in all measures Postgraduate taught students 90 95% Completion Overall Student Satisfaction 90% Percentage of students ranking modules intellectually stimulating 90% DLHE Our Education Strategy is based around six pillars of education and student experience: Research inspired teaching Embedded employability Creativity and enterprise Multicultural and international engagement Community contribution and responsibility Innovation and digital fluency We will offer an excellent multi-site, coherent portfolio which is research informed and global in its orientation. It will include opportunities for multicentre and multi method delivery; study in more than one location; quality research methods training and a programme of relevant employment related activities. The emphasis will be on exploration, debate, critical evaluation and engagement rather than the passive transmission of knowledge. We will continue to ensure the highest quality experience for all our students ensuring they are taught by highly motivated, committed and passionate staff who are at the forefront of their disciplines. We will have parity of esteem for teaching and research through recognising and rewarding excellent teachers, promoting the opportunities for staff to develop, encouraging innovation in teaching with opportunities for pedagogic development, and embedding research in teaching. Aligned to our Education Strategy we will develop a University Group-wide Postgraduate (PGT) Strategy that will inform, and be informed by, our strategic priorities. It will support postgraduate recruitment and focus attention not only on the needs of students but also the staff and systems that support postgraduate activity. Our PGT courses will include discipline-independent graduate skills, high quality research training and employment related activity. We will place students at the centre of their own learning as active co contributors and equal partners in the creation of shared knowledge and understanding. They will be supported to develop critical thinking, originality, decision-making, and the ability to respond to complex situations, framing decisions through an understanding of concepts and contexts. Our successful PGT graduates will have the necessary qualities to lead and to make a significant difference in their chosen field.

Cumulative Key Metrics to 2021 Internationalisation (Global University) We are and will continue to be recognised nationally and internationally by our students and strategic partners for the quality and diversity of our international education experience and student mobility opportunities. We will continue to enhance our international profile in line with our core value of being global in our outlook. Addressing the challenges of preparing graduates for global careers and the generation of knowledge on global issues. We will maintain our position as the leading UK University for student mobility and internationalisation experience. We will deliver growth in student numbers at our UK campuses and overseas through partnership, collaborative delivery and joint ventures. By 2021 we expect the global education landscape to have changed and to be characterised in the following way: Joint Ventures Internationalisation of the curriculum Increased overseas recruitment to the UK Growth in delivery overseas, including through joint ventures Remaining the UK s number one for internationalisation experiences Developing the international capacity and capability of our staff Enhancing our international research, marketing, rankings and reputation Through the International Strategy we will develop a sustainable network of multi-faceted overseas offices to provide a comprehensive presence in all significant regions. International mobility will have increased, with competition from all major western countries for students seeking courses in English A significant increase in the number of UK students looking for an international component to their education including international work experience Increased demands for language development as an add-on service to prepare students for the global world of work Universities establishing networks and campuses abroad to offer a multi-continent educational experience A number of foreign universities setting up campuses in the UK including some acquisitions Through the University s International Strategy we will create a sustainable and differentiated future based on the preparation of students for global careers and the generation of knowledge relevant to global issues, underpinned by high quality execution and partnership. Our international strategy is based around five pillars of internationalisation: 100% Countries from which more than 5% of the international student body is drawn 6 UK work experience for non-uk students 17,550 We will increasingly deliver our programmes overseas; primarily through strategic relationships with high quality partners who offer scale, breadth, in-country market intelligence, local relationships and influence, and opportunities for engagement with business. In line with our commitment to enhance the student experience we will deliver a number of service improvements specifically targeted at international students. The University is recognised as being at the forefront of providing its students with opportunities for international experience and mobility, and we recognise that this activity significantly enhances their career prospects and contributes directly to employability. Through our Student Mobility Service and other initiatives we will produce global graduates with attributes and capabilities enabling them to become global professionals and citizens, and successfully enter the international work environment. We will also develop a staff mobility programme that mirrors the success of, and demand for, our student mobility programme. Outward mobility numbers50,000 12 Internationalisation (Global University)

Cumulative Key Metrics to 2021 Trading Subsidiary Turnover Enterprise and Innovation We are and will continue to be recognised locally, nationally and internationally by our strategic business partners and governments as an enterprising and innovative University. We are and we will continue to be innovative, enterprising and entrepreneurial. As a businessengaged University we will continue to develop strategic level collaboration with businesses on a local, national and global scale. We will deliver support to all, from the largest corporates to the Small-and Medium-Sized Enterprises which are a central part of our local and national economies. By 2021 we expect the enterprise and innovation landscape to have changed and to be characterised in the following way: A drive for Universities to generate income from the technology and services that they develop Additional support for the development of University Enterprise Zones A strong national funding programme for innovation with the catapult network now mature with their own sustainable funding profiles Devolved powers for local areas to support and drive local economic growth Through our approach to enterprise and innovation, both within the University and our trading subsidiaries, we will contribute fully to the economic prosperity and knowledge society of Coventry and Warwickshire, the UK and the international economy. Our strategy will support a range of enterprise activities across the University Group, which form part of an integrated portfolio and which enriches our strategic priorities of education, research and globalisation. 200 170m Number of industry funded PhDs and professional doctorates 13m Revenue generation intellectual property 56m CPD/Consultancy income 20m New business income from national and international knowledge transfer Our strategy is based around six pillars of enterprise and innovation: Knowledge Transfer Intellectual Property Exploitation Supporting new business start-ups and developing existing businesses Social Enterprise Consultancy and professional learning and development programmes Physical infrastructure, facilities and equipment Building on our success of developing largescale strategic business partnerships through the enterprise and innovation strategy we will develop large-scale initiatives from our strategic relationships with key partner companies and other organisations, both in the UK and overseas. This will include the build-out of the Technology Park and the development of offsite facilities locally within Coventry and Warwickshire. Through our knowledge transfer activities and our commercial subsidiaries, we will engage with SMEs and larger companies to deliver UK and European government funded knowledge transfer programmes; SME engagement activities under the Higher Education Innovation Fund (HEIF); support University Group spin-outs in the exploitation of our intellectual property; and significantly increase our delivery of consultancy and tailored professional learning and development programmes. Maintaining our focus as an entrepreneurial University, we will continue to support new business start-ups and social enterprise development through our incubation and grow-on facilities on the Technology Park; the services and facilities of the Coventry University Social Enterprise CIC; and the continued embedding of entrepreneurship and social enterprise within our educational programmes and employability provision. 6 Major Social Enterprises established We will support the communities with whom we engage through the creation of social enterprises by our students, staff and alumni. 14 Enterprise and Innovation

Cumulative Key Metrics to 2021 Infrastructure, Investment and Financial Sustainability We will continue to invest in infrastructure to underpin the excellence of our activities with world class spaces for education of students, for research and for enterprise. We will make good use of the legacy of the built estate from the University s past where we can continue or remodel buildings to deliver a contemporary and efficient service. Since 2007 the University has been undertaking on an ambitious redevelopment of its Estate in the first phase of our Estates Strategy. This investment has seen significant improvement in both existing infrastructure and new developments. As we look to build on this position of strength, we aim to create a state-of-the-art campus network for our students, staff and visitors. Our blueprint for our campuses meets the emerging new requirements in pedagogy, research and student experience. It also provides flexibility to meet the demands of the future. We are committed to the principles of environmental responsibility and sustainability, and will invest in appropriate facilities and technologies so that we can minimise energy consumption, reduce our carbon footprint and can account for such to our stakeholders. By 2021 we expect the infrastructure and investment profiles of the sector to have changed significantly so that: Universities will have doubled their investment in their campuses to remain attractive to students whose choices and satisfaction levels will be significantly affected by their perception of the quality of the built environment Education will require more face-to-face engagement in learning space with teachers and fellow students, and space for group and individual learning Around two thirds of students will require purposebuilt, hotel-standard student accommodation Universities will have funded at least 80% of their investment from external loan/bond finance or cash generated from operations, not government grants Successful universities will be generating surpluses well above 5% per annum Gearing across the sector will be heading towards 50% Environmental considerations will be major factors in institutional ratings 2.2b Group surplus7% Investment over the planned period 350m EBITDA 14% minimum Our strategy is based around five pillars for investment and infrastructure and finance: Learning spaces flexible enough to match evolving pedagogy Workplace simulation Co-occupation with partners, on or off campus, in the UK or abroad Technology-enabled, for work and leisure Environmental responsibility and sustainability We will therefore invest through new build and refurbishment in space for teaching and learning to cope with a range of delivery patterns. This will mean a balance of specialist and shared or common teaching spaces to support the varied course portfolio. We will match the growth in research activity with both central/shared facilities for research staff and students and with specialist facilities where these are best located, including at partner premises. The City Centre site will be developed as the new front door to the University in Coventry with an integrated complex embodying the link between our education, research, international and enterprise activity. The growth of group activity outside Coventry will be catalysed by investment in facilities to underpin the quality and sustainability across the spectrum. We will maintain a surplus of 7% of income and EBITDA of at least 13% in order to fund an investment programme in excess of 350m over the plan period. We will keep under review the option of further external finance to support our ambitions. 16 Infrustracture, Investment and Financial Sustainability

Cumulative Key Metrics to 2021 People and Organisation Development Our staff are key to the University s success and we will continually build their capability and provide an environment that supports excellence. We will continue to build the capability of our people and processes aligned to our Education and Student Experience, Research, Global and Enterprise strategies. Our work will reflect our core value of support, trust, integrity and respect whilst valuing diversity. Our People and Organisation Development strategy will impact across staff recruitment, development, reward, leadership and the design of structure, systems and processes. By 2021 we expect the people and organisation development landscape to have changed and to be characterised in the following way: Increased competition for the best staff across both academic and professional service arenas An intensified need for excellence in the fields of teaching and research, reflecting the impact of technology, internationalisation and innovative practice New models of reward and recognition that attract, motivate and retain talented staff whilst meeting economic, financial and legislative needs New working practices that embrace technology, the needs of a global university, and changing expectations of when, where and how we work An increasingly diverse staff and student body where intercultural skills are a core competency Through our People and Organisation Development strategy we will deliver the capability to enable the implementation of our Group Strategy. We will be rated nationally and internationally as an Employer of Choice. Our People and Organisation Development strategy is based around six pillars: Academic development across Teaching and Research We will achieve year on year increases of 5% in the number of our academic staff with doctorates. 95% of our academic staff will hold a recognised, accredited teaching qualification. PhD Supervisory Capacity 2250 30% INCREASE OF STAFF WITH DOCTORATES 95% of academic staff with a recognised teaching qualification 90% of staff with a direct international engagement in their role Rewards, Benefits and Recognition We will re-engineer our Rewards Strategy to align our salary, pensions, benefits and recognition processes to the needs of the Corporate Strategy, teams and individuals, benchmarking against those considered world leading. Enhanced role, performance and progression frameworks for academic and professional services staff A new, single academic framework will provide an integrated approach across Teaching, Research, International and Enterprise arenas. We will develop a Professional Services framework for roles that supports world leading service. 21st Century Working Practices We will develop our working practices to reflect role flexibility; career development; space and environment options; technology optimisation and staff community development opportunities. Increased diversity of staff and development of intercultural competence Our staff diversity in relation to the categories included within the Equality Act will be ranked in the top 10% of all UK Higher Education Institutions and 95% of staff will have a direct international engagement within their role, either through teaching, research, enterprise or service delivery. Leadership and Talent Development Our Leadership and Talent development processes will ensure that we have the capability to execute the strategy and the resilience and opportunity to meet future possibilities across the Group. Core to our strategy are highly motivated, committed and passionate staff who are at the forefront of their academic and professional disciplines. We will develop mechanisms for staff development, the recognition of performance and career progression that enable us to recruit and retain the very best people. At the same time, our systems, structures and processes will reduce bureaucracy, encourage innovation and enable staff to work in ways that are dynamic, global and transformative... The Coventry Way. 18 People and Organisation Development A place in the Times and Sunday Times Top 100 Employers

Student Leadership Corporate Social Responsibility Creating Communities Internationalisation and Globalism Social responsibility will be embedded in all of our activities. The University will use its knowledge and expertise to contribute to the social and economic success of the local, national and international community. Quality and Resources This will encompass sustainability, ethics and integrity, developing solutions to global challenges, public engagement, community support, and equality and diversity. We will ensure fairness to both staff and students in all our activities and be committed to supporting and furthering equality in employment, advancement, teaching and attainment. We will provide all staff and students, whatever their background, with opportunities and support, in order to help them realise their full potential. By 2021 we will have implemented the Race Equality Action Plan 2015-18. We will produce graduates who are global citizens and who are socially responsible. Participation and Engagement Working with our alumni we will create professional and social networks globally to support them in developing their own professional networks as well as further enhancing the employment, experience and opportunities of our current students. In turn our alumni will make a greater contribution to the social and economic success of the local, national and international communities within which they live and work. We recognise and value the role of Coventry University Students Union (CUSU) in meeting the needs of a diverse student body and in the creation of social groups and a sense of belonging to communities of students. Improving the Education Experience Internationalisation and Globalism Support the needs of students, whatever their faiths and celebrate cultures and interests. Quality and Resources Support the delivery of high quality services that are innovative, accessible and meet the needs of all students. Participation and Engagement Support the participation and engagement of students within the services and democratic representation structures of CUSU. Improving the Education Experience Seek to continuously improve the student experience and their contribution to the educational and intellectual life of the University. Through our activities, we will contribute to the economic and social wellbeing of the City, the region and other communities in which we operate. We will regularly evaluate our economic contribution in order to demonstrate our value to external and internal stakeholders. Staff and students at the University will engage widely with communities and will support, recognise and build on public engagement activities. We will build and cultivate relationships between the University community and our alumni, to develop active participation of our graduates in the life of the institution and beyond. Working in partnership we will support CUSU in the delivery of its Strategic Plan to 2021, namely: Student Leadership Ensure that CUSU is student led, encouraging its members to take leadership roles and celebrate students leadership. Creating Communities Support the creation and sustainability of communities of students on campus and locally, and the development of cultural and political identities of students and engagement with the wider community. As a global organisation we recognise the contribution we can make both socially and environmentally, embracing diversity, providing knowledge and skills to students and staff, supporting communities and benefiting the local economy. Sustainability is integral to our operations; ensuring responsible thinking and practices that bring about positive change for the future. By 2021 we will produce a Sustainability Strategy that aligns our strategic priorities with our commitment to sustainability across the University Group. 20 Corporate Social Responsibility

Corporate Strategy Key Metrics Cumulative Key Metrics to 2021 Student Numbers Education and the Student Experience Undergraduate Research Total Research Income Internationalisation (Global University) Enterprise and Innovation Trading Subsidiary Turnover Infrastructure, Investment and Financial Sustainability Undergraduate 30,000 Postgraduate PG Taught 6,600 Postgraduate PG Research 1,500 Online 10,100 NHS Funded 2,000 Joint Ventures 6,000 Transnational Education 22,500 ELQ/Other 1,300 Group Total 80,000 75 95 National Student Survey overall satisfaction % of taught sessions described as passionate students engaged in career enhancing extra-curricular activity Equality of attainment, BME, gender, disability, age, fee status Equality The Destinations of Leavers from Higher Education (DLHE) 85% Postgraduate taught students 90 Top 25% in all measures 95% Completion National student survey overall satisfaction 90% Percentage of students ranking modules intellectually stimulating 90% DLHE 122m 30% INCREASE OF STAFF WITH DOCTORATES High quality Research income 11m Completions 1,875 Total Journal Publications 4,540 Joint Ventures Internationalisation of the curriculum 100% Countries from which more than 5% of the international student body is drawn 6 UK work experience for non-uk students 17,550 Outward mobility numbers50,000 200 170m Number of industry funded PhDs and professional doctorates 13m Revenue generation intellectual property 56m CPD/Consultancy income 20m New business income from national and international knowledge transfer 6 Major Social Enterprises established 2.2b Group surplus7% Investment over the planned period 350m EBITDA 14% minimum

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