USU PUBLIC RELATIONS – Universitas Sumatera Utara (USU) is currently at a significant phase in its long history as one of the largest universities in western Indonesia. After several years undergoing a period of institutional transformation, the university has now entered a new and more ambitious stage: strengthening academic excellence and global reputation.

This change is marked by the introduction of the university’s new tagline, “The Era of Ultimate Excellence.” The slogan replaces the previous narrative, “Transformation Towards the Ultimate,” which for the past several years symbolized USU’s institutional transformation process.

Under the leadership of Rector Muryanto Amin, the change in tagline is not merely a replacement of a slogan. It reflects a shift from the transformation phase toward a stage of consolidation and quality strengthening. This new phase is reinforced through the launch of the Universitas Sumatera Utara Priority Work Program 2026–2031, a strategic document that maps out the university’s development direction over the next five years.

The program presents a comprehensive roadmap, ranging from reforms in the learning system, acceleration of research and innovation, strengthening industrial collaboration, to enhancing the university’s financial independence.

Over the past several years, USU has undertaken various institutional improvements. Governance transformation, enhancement of academic quality, and efforts to expand international networks have all been part of this process.

Now, with the slogan “The Era of Ultimate Excellence,” the university affirms that the transformation stage has entered a new phase—namely the phase of proof. This phase is no longer merely about changes in structure or systems, but about achieving tangible excellence.

One of the key indicators receiving major attention is the productivity of research and international scientific publications. According to the university’s priority work program document, USU recorded approximately 1,473 international publications in 2025. The university targets an increase to 2,000 international publications in 2026. However, the target does not focus solely on the number of publications. Publication quality is also a priority; therefore, the university aims to increase the proportion of articles published in high-reputation journals (Q1) from 23.35 percent to 27.68 percent.

This improvement in both the quality and quantity of research is expected to have a direct impact on the university’s position in international rankings. Currently, USU is ranked within the 1001–1200 range in the QS World University Rankings, and the university aims to improve its ranking to 951–1000 globally by 2026.

In the medium-term projection, USU even targets an improvement of approximately 300 positions in global rankings by 2030. Such a target is certainly not simple. It requires a transformation of academic culture toward greater productivity, collaboration, and quality orientation.

Student Learning

USU’s transformation is not directed solely at improving research. The student learning system is also a major focus. In internal evaluations, one of the challenges identified is the undergraduate on-time graduation rate, which remains stagnant at around 47 percent. In addition, the relationship between the university and industry is considered to require further strengthening. To address these challenges, the university has launched several innovative learning programs.

Among them is the Supervision Acceleration and Monitoring System (SAMS), an academic supervision system designed to accelerate the completion of students’ theses.

Through this system, students experiencing academic stagnation can be detected at an earlier stage so that academic intervention can be carried out more quickly. Another program is the Industry Linkage and Career Acceleration Program (ILCAP), which aims to strengthen the relationship between students and the professional world.

Through this program, the university targets an increase in the number of industrial collaborations while expanding internship and recruitment opportunities for students. In addition, there is the Student Research and Publication Booster (STUREP) program, designed to encourage students to contribute to international scientific publications. The university even aims to significantly increase the contribution of student publications to the university’s total publication output in the coming years.

Meanwhile, through the International Mobility and Global Exposure (IMOGEX) program, USU seeks to enhance students’ international mobility through student exchange programs, joint research, and dual degree programs with overseas universities. These initiatives demonstrate that the university is striving to build a learning ecosystem that is more global and collaboration-based.

Impactful Research: From Campus to Industry

In addition to education, USU has also placed impactful research as one of its primary priorities. The university is no longer focused solely on encouraging academic publications, but also seeks to ensure that research conducted provides tangible contributions to society and industry.

Within the priority work program, the university has set several concrete targets. Among them is the production of 20 academic books resulting from collaborations with industry partners or external institutions in 2026. In addition, the university also targets 20 industrial case studies that can be used as learning materials in classrooms.

This approach aims to bridge the gap between academic theory and real-world practice. Another initiative is strengthening the production of patents and intellectual property rights (IPR). In the initial stage, the university targets at least five registered patents or intellectual property rights in 2026 as part of the effort to commercialize campus innovations. Through this strategy, the university hopes to expand the economic and social impact of academic research.

A More Independent University

One of the most significant changes in USU’s development strategy is the effort to increase the university’s financial independence. As a State University with Legal Entity status (PTN-BH), the university has the responsibility to manage its resources more independently.

Currently, USU’s non-state budget revenue (non-APBN) accounts for around 7.66 percent of the university’s total income. Through various strategies for developing business units, the university aims to increase this figure to 35 percent in the coming years. To achieve this target, various university facilities will be developed into professional business units.

These include the university hospital, language centers, integrated laboratories, industrial consultation services, and the development of agribusiness through the university’s experimental farms. The primary objective is to reduce the university’s dependence on student tuition fees while simultaneously increasing its contribution to the wider community.

The transformation toward a world-class university requires not only a clear strategy but also consistency in its implementation. A productive academic culture, cross-disciplinary collaboration, and openness to change are crucial factors for the success of this transformation agenda.

For USU, “The Era of Ultimate Excellence” is not merely a slogan. It is a commitment to ensure that the university becomes not only a place for learning but also a center for the production of knowledge, innovation, and solutions for society. The journey toward excellence is certainly not easy. However, with the foundation of transformation that has been built over the past several years, USU now has a strong opportunity to strengthen its position as one of the leading universities at both the national and global levels.