 Welkom. Mijn naam is Lex Maidam en ik ben interendeem van de Tilburg School van Economie en Management. Vandaag zou ik jullie de meeste lijnen van de school strategie voor de jaren 2022, 2027 willen stellen. Deze strategie is de resultaat van een lang proces met de ingang van veel van onze verdedigd staff, en ook onze externe partner en advies. Ik wil aan alle die helpen in deze strategie ontdekken. Sinds we de gevoel van zoveel in onze school ontdekken, ben ik gewend dat het echt onze gevaarlijke inspiratie voor de komende jaren opgemaakt is. Laten we beginnen met de missie. De waarheid waarom we ergens zijn. Mijn missie in de school is om te ontwikkelen en te dissemineren de grondbreedigde kennis in de vliegte van business en economie. Om te helpen om te veranderen in de afhankelijkbare society te veranderen. Dit is niet een volledig nieuw missie, maar de missie is updateerd in het lijn van hoe we onszelf zien in de vervolgde environment en de demanden over ons. Mijn ambitie is om among de beste in Europa in de selecte vliegte van business en economie te genereren van economie en societyle impacten om te researchen en te ontdekken en om een werkenvironnement te geven waar onze faculties lang en bedrijven kunnen zijn. Hier is Michel om je te vertellen over de universiteit waarin we de vervolgd vliegte en de missie en de ambitie kunnen veranderen. In de volgende missie en de ambitie, veranderen we om de grondbreedigde kennis van de Grondbreedigde Tilburg Universiteit te volgen, waarin we de connectie, de kennis, de karing en de kruis. Eerst connecten. We schrijven om te connecten met elkaar, om te bekijken en te valen met elkaar andere contributies en perspectiefs die de verschillende disciplineren, cultuur en andere achtergronden hebben gemaakt. We willen de grondbreedigde kennis van de grondbreedigde kennis between de educatie, de researchen en de impacten en connecten met externe partners en advies om het te achieven. De tweede curiositeit. We chooseen te zijn curios om nieuwe, fundamente kennis te proberen om dit kennis te gebruiken in onze voetsel en om de sfeer te helpen om de sfeer te helpen om de sfeer te helpen om de sfeer te helpen en om de sfeer te continuën te innoveren in hoe we researchen en teachen. Karing. We respecten en zorgen aan elkaar en dat betekent natuurlijk onze studenten. We zorgen de sterkte van onze verschillende. En eindelijk gaan we ervaren. We gaan behoorlijk, in dorp en in actie, kritiek, independent, decisief. We gaan ervaren om decisies te nemen die tegenover de gevoeligde gevoeligd gaan. Als we behoorlijk zijn dat ze de juiste decisie zijn. We zullen elkaar vertrouwen. En geven elkaar een plek. En ook om miskelen te maken en te leren van ze. Dank u, Michelin. Aan de achtergrond van onze missie, ambitie en waarschijnlijkheid hebben we vormlaten vijf main-strategische aspiraties voor de periode 22 tot 27. Eerst zullen we onze positie vervoeren als een wereldklasse academic institution. Deze zullen we verder ontwikkelen, een distinct educatief profil en een gevoel van onze school. Deze zullen we verder vertrekken, de academic en de sociale impact van onze research en de gevoeligheid. De vierde zullen we verder groeien in een inclusief en een ondersteundig werk en een live environment waar onze verschillende studenten en faculty kunnen belangen en verwijderen. En laatst, maar niet least, we zullen effectieve en efficiënse ondersteundigheid voor onze faculty en staff in het gebied van gevoel, research en impact. Hier is Rijer te praten over onze research-related aims. Onze eerste strategie is om onze positie te vervoeren als de wereldklasse academic institution. Om dat te ontwikkelen, kunnen we niet in alle gebieden van economie en bussen. En zo werken we met de partijen om te ontwikkelen in de sterkste focusperaties in hun research te ontwikkelen. We zullen ook werken om te ontwikkelen en te creëren voor interdisciplineerende research over de partijen en de school. In deze manier hebben we niet alleen de hoop om de sociale relevante van onze research te ontwikkelen, maar ook om onze kansen te ontwikkelen van een externe fundering voor onze research te ontwikkelen. Dat is waarschijnlijk geïnteresseerd voor interdisciplineerende efforten om de sociale challenges te adressen. Het gaat zwaar om te zeggen dat om dit te ontvangen, we moeten continu de top internationale talenten aantrekken en heel hard werken om de competitiveness van TysM in het internationale labormarkt te ontwikkelen. We zullen in particular focussen op creëren een sterk research climate, inclusief en welkomstige werkenvironnementen en excellent support facilities voor onze staff en hun familieën. In termen van hoe we onze research doen, zullen we de principes van de open signaal en responsieve research stimuleren. En laatst, maar niet de laatste, zullen we in het collaberen met externe partners, both in the form of collaborative research centers around broad, scientifically and societally relevant research themes, and with other institutions of higher educations, for example through engaged consortium. Jeroen wil explain now how we intend to develop a distinctive educational profile and offering. In the area of education, our strategic ambition is to further develop a distinct educational profile and offering. To accomplish that, we will focus on what programs we teach, what we teach in those programs and how we teach them. First of all, regarding the portfolio of our programs, we will periodically evaluate and renew that portfolio in order to remain relevant for our students and employers of our graduates, and to counter negative demographic trends. Second, in terms of what we teach in our programs, we will continue to build a close link between our teaching and our research as the core of what makes our teaching distinctive. We will continue to draw on the input of our students and alumni to shape the content of our programs. What we already know is that our students and alumni value the societal orientation and the character development embedded in our programs, and we will continue to strengthen both. Our students tell us that we can do better in terms of preparing them for the labor market, en we take that very seriously. We will increase opportunities for internships and career coaching and emphasize case teaching and skill development. Specifically, we will start by introducing modules in business analytics skills in all of our programs. Finally, with regard to how we offer our education to answer the changing needs of our students, we will build on the learnings of the past period to deliver our programs in a blended format that will combine online teaching with in-person interactions with lecturers and other students. Furthermore, we want to particularly stimulate interactions between local and international students and so foster the international classroom experience for all of our students. Lastly, we will increase personalization and flexibility of our educational programs by offering a broader range of electives and minors as well as exploring more modular approaches to delivering education. Becht Ureijer, who will explain more about how we will strengthen our academic and societal impact. In the area of impact, we will work to further strengthen the academic and societal impact we generate through our research and teaching. We will recognize and reward impactful research by providing clear incentives, incentives for impactful research, en by capitalising on it to increase revenues from the second and third money streams. We will increase the societal and academic impact of our research in a twofold way. On the one hand, we will work to identify societal applications of the existing fundamental research already done within the school and share those more proactively. We will invest in the science communication to increase the visibility of our top research and develop lifelong learning offerings that builds on the unique research expertise of our faculty. On the other hand, we will also encourage new research that is inspired by societal challenges. To identify these research topics, we will actively engage with our industry and social partners. Lex will tell you more about how we plan to further build an inclusive and supportive work and life environment. In the area of human resources and organisation, we will grow a work and a life environment that's inclusive and supportive for our diverse faculty and students. As school, we believe that to reach our ambition to be a world-class academic institution, we need all the talents that our staff bring in the area of research, education, impact and leadership. We therefore will work to recognise and reward all the different talents in recruitment, evaluation and promotion and motivate and facilitate our faculty in their growth as professionals and connected leaders. Together with the departments, we will develop clear, strategic HR plans to ensure that they have all the necessary talent in the house to deliver their best performance. We will work to provide equitable career progression opportunities to all. By developing transparent, fair and inclusive processes and policies. And we will nurture teams where staff members can feel they belong and are heard by the team leader. We are a school where 50% of staff are international. And we will strive for a culture that reflects that. Very importantly, we will work to reduce the work pressure experienced by our staff by reducing administrative burden en improving the work balance. Last but not least, Michelle will now explain how we plan to provide an effective and efficient support for teaching, research and impact. In the area of support, we will seek to provide optimal support for teaching, research and impact. Which implies that all support systems run efficiently, effectively and complementarily in service to the primary processes en where infrastructure for hybrid work is available. Wherever possible, we will aim to minimize and simplify roles relying rather on the common goals and values that we share. And we improve the interface between academic staff and support. We see the need for our decisions to be based on evidence and the implementation monitor of data metrics. For that purpose, we will increase the availability of management information in the area of HR but also education and research to improve all our primary processes. Not only it is important that management information is complete and accurate and available in a timely fashion but also that it is available to those that need it. To realize our ambitious aims in the area of human resources and organization, we recognize the need for greater HR capacity and we will advocate for it. We will also design and implement HR policies to better support and nurture the talent development of our faculty members. Last but not least, to ensure long-term financial health of the school, we will aim for stability in our market share and inflow and work to improve the study's success. To summarize, de strategic aims of our school for the coming years are to remain a world-class academic institution, to offer a distinct educational profile, to increase our academic and societal impact, to offer an ever more inclusive and supportive work and life environment and to provide optimal support for teaching, research and impact. These aims rest on four key priorities that represent what we as a school want to stand for. These are quality, focus, enable and connect. The high quality of our academic research is and will be the basis for everything we do in the area of research, teaching and impact. The focus, both in research teams and educational programs, is what will allow us to remain distinctive and relevant. To achieve our goals more than ever, we will need to capitalize on the different backgrounds and talents in our school. That's why our next priority for the coming years is to enable, to create conditions where our staff can deliver their best contributions. Finally, we cannot and do not want to achieve our goals in isolation. So we will connect with other schools in Tilburg University, with external partners and with our alumni to help us make decisions and create synergy. It goes without saying that without the help of all of you, none of these goals can be realized. And so I invite you to join us in the efforts to make these strategic aims a reality in the coming years. Thank you for watching.