Queen's University Corporate Plan 2011-16 - Perrett Laver

QUEEN’S UNIVERSITY BELFAST 

CORPORATE PLAN 2011-2016 

Welcome to our future



Recent achievements: 

• Accession to the Russell Group (2006) 

• Queen’s Anniversary Prize for Higher and Further Education (2006) 

• Institution of Engineering and Technology Faraday Medal (2006) 

• UK Female Inventor of the Year (2007) 

• UK International Student of the Year (2008) 

• Royal Irish Academy Gold Medal (2008) 

• Times Higher Education Excellence and Innovation in the Arts (2008) 

• Times Higher Education Entrepreneurial University of the Year (2009) 

• St Andrews Prize for the Environment (2010) 

• Times Higher Education Outstanding Engineering Research Team 

of the Year (2010) 

• Royal Irish Academy Cunningham Medal (2011) 

• Global Entrepreneurship Educator (2011) 

• Queen’s Anniversary Prize for Higher and Further Education (2011) 

• Times Higher Education Most Innovative Teacher of the Year (2011) 

Nobel Laureate Seamus Heaney 

Lifetime Achievement Award 2008 

Contents 

03. Our Mission 

05. Vice-Chancellor’s Foreword 

07. Our Strategic Priorities 

Still red brickwork 

Remains our bulwark: 

Here exercise 

Of mind has stood 

To us, for us 

These hundred years, 

And will, for good 

The Centenary Stanza 

by Seamus Heaney 

09. - To offer an exceptional student experience 

Winner of the Times Higher 

Education Most Innovative Teacher 

of the Year Award, Senior Teaching 

Fellow David Gibson OBE 

Times Higher Education 

Entrepreneurial University 

of the Year 2009 

Queen’s University is simply 

an excellent example of what 

we were looking for from an 

entrepreneurial university - 

strong leadership and vision, 

real student engagement, 

innovative faculty and clear 

evidence of the impact they have 

made in their local environment 

National Council for Graduate 

Entrepreneurship (NCGE) 

11. - To enhance sustainable research areas 

13. - To grow an efficient, effective and sustainable enterprise 

15. - To develop global citizens and address 

international challenges 

17. Delivering the Strategic Priorities 

19. - Enhancing the Quality of our People 

21. - Enhancing the Quality of our Services 

23. - Enhancing the Quality of our Infrastructure 

25. Plan 924i



03/04 

Our Mission 

Our Mission... is to become: 

a world-class university that 

links Northern Ireland to the 

global community through 

the life-changing experience 

we offer to our students, the 

distinctive contribution made 

to society by our graduates 

and the high quality and 

impact of our research.



05/06 

Vice-Chancellor’s Foreword 

Vice-Chancellor’s 

Foreword 

Queen’s University Belfast has a reputation for excellence in 

education and research - a reputation which was acknowledged 

by our accession to the Russell Group of the UK’s 20 leading 

research-intensive universities in 2006. 

This landmark achievement has underpinned a period 

of transformational change throughout the period of the 

Corporate Plan 2006-11. Our progress has attracted outstanding 

external recognition, both to the University as an institution and 

to the remarkable people who are shaping its future. 

As this document goes to print we learn of further outstanding 

external recognition of the University’s reputation for 

excellence: our fifth Queen’s Anniversary Prize for Higher and 

Further Education, awarded on this occasion for Northern 

Ireland’s Comprehensive Cancer Services programme. 

We have made significant progress towards the objectives set 

out in the previous Corporate Plan. We have enhanced the 

quality of our student intake, whilst maintaining access to a 

remarkably diverse student population. We have significantly 

increased the proportion of postgraduates and we have 

substantially increased the proportion of non-Government 

income to the University. 

In looking forward, Queen’s will maintain a clear and consistent 

strategic direction focused on excellence in learning and 

teaching, excellence in research and leadership in corporate 

social responsibility. 

In this Corporate Plan we recognise a key aspiration of the 

University to move ‘Towards a Global Top 100 University’, and 

identify four Strategic Priorities upon which we will focus over 

the next five years: 

• To offer an exceptional student experience and high 

quality education, leading to improved progression, 

attainment and excellent career opportunities for 

our graduates 

• To enhance internationally recognised, globally 

competitive and sustainable research areas 

• To grow an efficient, effective and sustainable enterprise 

• To develop global citizens and address international 

challenges. 

Delivering these priorities will require the continuous 

enhancement of our people, services and infrastructure. 

Actions and outcomes will be defined through the fully 

integrated Academic and Financial Plan, with resources being 

prioritised accordingly. Our progress against Key Performance 

Indicators and agreed targets will be reviewed annually through 

our well established Performance Management Reports. 

Our progress has attracted 

outstanding external recognition 

both to the University as an 

institution and to the remarkable 

people who are shaping its future 

Higher education is experiencing unprecedented change. 

The next five year period will be very challenging as reductions 

in Government funding take effect. The University will be 

innovative and creative in response, and this Plan responds with 

ambition to the opportunities provided by the new framework 

for the funding of higher education and student support in 

Northern Ireland. 

I commend this Corporate Plan as the template for the further 

development of our University over the coming five years, and 

I do so in the knowledge that the people of Queen’s are our 

greatest resource. 

Professor Sir Peter Gregson FREng MRIA



Our Strategic 

Priorities 

We are world-class... 

As a Russell Group University we are one of the UK’s 20 

leading research-intensive universities, providing a 

world-class education underpinned by world-class research



09/10 

Our Strategic Priorities 

STRATEGIC PRIORITY 1 

To offer an exceptional student 

experience and high quality 

education, leading to improved 

progression, attainment and 

excellent career opportunities 

for our graduates 

Over the last five years, Queen’s has developed a dynamic 

portfolio of education programmes, reflecting the changing 

aspirations of students and the future needs of employers from 

the professions to small and medium-sized enterprises and 

leading multi-nationals. Entrepreneurship is now embedded in 

all degree programmes; we excel in widening participation; we 

have increased the quality of our undergraduate cohort; and 

our postgraduate provision has increased significantly, moving 

closer to our goal of a 30% postgraduate student population. 

Our International and Postgraduate Student Centre has 

provided an excellent facility for our postgraduate students 

and the delivery of a distinctive experience for this cohort 

remains a priority. 

In looking forward we will continue to enhance the student 

experience with a particular focus on achieving high levels of 

progression and attainment across the University. 

To achieve this strategic priority, we will focus on selected 

strategic actions. We will: 

• Provide an academic environment where there is effective 

and enriched engagement between staff and students 

leading to a high quality education experience, high levels 

of student satisfaction and improved progression and 

attainment rates for all our students; 

• Complement the education experience with a campus life 

where students have access to first-class facilities and a 

wide range of sporting, social, cultural and communitybased 

activities to encourage the development of the 

whole person; 

• Ensure the curriculum is intellectually challenging, researchinformed, 

internationally relevant and delivered by our 

leading scholars to meet the current and future needs 

of our students and wider society; 

• Engage employers and alumni to develop the employability 

of our students through employer attuned courses, 

embedded skills and local and international opportunities 

for work placements. 

We will continue to develop 

a dynamic portfolio of education 

programmes, reflecting the changing 

aspirations of students and the future 

needs of employers 

We will judge our progress by monitoring performance 

against agreed targets to meet our ambitions for: 

• Progression and attainment levels of 90% for all 

undergraduate students, underpinned by advancement 

to the first quartile in UK University League Tables for our 

performance in the student experience; 

• Continued enhancement in quality of students gaining 

admission to the University; 

• Enhanced graduate employment. 

STUDENT OF THE YEAR 2010 

Vincent Murray was named Student 

of the Year in 2010. As Chair of 

Students In Free Enterprise, a global 

network at Queen’s dedicated to 

nurturing entrepreneurial skills, he led 

a number of peace and reconciliation 

projects and assisted a charity in 

Uganda which aims to improve the 

lives of families torn apart by the 

ravages of AIDS.



11/12 



To enhance internationally 

recognised, globally competitive 

and sustainable research areas 

As a broadly-based, research-driven university, Queen’s priority 

is to achieve nationally and internationally recognised research 

excellence in all of its disciplines, with world-class research in 

distinctive niches and thematic areas. 

During the previous Corporate Planning period, the University 

recorded a 13% increase in staff volume returned in the 

Research Assessment Exercise of 2008, with 53% of the research 

activity being rated as internationally competitive. 

The University has consolidated its position as a Top 20 

University in terms of research power. Major new partnerships 

with business (eg Petronas, Seagate and Bombardier) and with 

the public sector (eg Research Councils UK, Wellcome Trust 

and NI Health and Social Care Trusts) reflect the University’s 

growing reputation for high quality research and its translation 

to meet the needs of society. 

Considerable effort and focus will be required to improve 

research performance still further. Internationally competitive 

research requires excellent academic leadership, a critical 

mass of high quality researchers, sustained research income, 

and high impact research outputs which address the global 

challenges of our time. 



• Continue to recruit transformational academic leaders and 

high quality early career academics and to grow capacity in 

selected areas whilst supporting the career development of 

our existing staff; 

• Enhance the recognition of high quality research through 

strategic placement of high impact outputs to increase 

citation rates; 

• Enhance international recognition through selective 

investment in recognised centres of excellence contributing 

to global challenges and leveraging research funding from 

RCUK, EU and corporate sources; 

• Continue to enhance our research environment and ensure 

that inter-disciplinary working is facilitated; 

• Ensure that the research activity of staff translates into an 

enhanced student experience. 

Queen’s priority is to achieve 

nationally and internationally 

recognised research excellence 

in all of its disciplines 



• High quality and high impact research as determined by 

selected external assessments including the Research 

Excellence Framework and Global League Tables; 

• Increased quality of research outputs in all disciplines 

leading to a measurable improvement in quality and impact, 

reflecting our ambition to progress towards a doubling of the 

institutional citation score; 

• Further international recognition of all centres of excellence 

at Queen’s; 

• Increased levels of research funding, comparable with that 

of peer institutions and increased income through corporate 

partnerships, consultancy and knowledge transfer; 

• Growing evidence of the international impact of our research. 

WORLD-CLASS RESEARCH 

Queen’s is home to the £7.5 million 

ANSIN research hub funded by 

Seagate Technology. The hub was 

officially opened by the Minister for 

Enterprise, Trade and Investment, 

Arlene Foster, who is pictured with 

Professor Robert Bowman, School 

of Mathematics and Physics, and 

Vice-Chancellor Professor Sir 

Peter Gregson.



13/14 



To grow an efficient, effective 

and sustainable enterprise 

Over the past five years, the University has seen a period of 

significant investment shaped by the priorities set out in the 

Corporate Plan 2006-11. We have demonstrated our willingness 

to embrace change strategically by identifying areas for 

disinvestment in order to free resources for new investment in 

areas of strength as, for example, in our recent campaign to 

recruit to thirty-five transformational professorial positions. 

We are living in changing times. Meeting ambitious goals 

within a scenario of reduced public funding presents a 

particular challenge. Costs must be removed and non- 

Government income increased to enable focused and selective 

investment in areas of agreed strategic priority. Sustainability is 

a key priority across the University. The funding settlement for 

higher education in Northern Ireland creates the opportunity 

for targeted expansion of the student population. 

We must ensure that we continue to invest in our academic 

provision, in our people and in our infrastructure in a way that 

enhances the long-term sustainability of the University. 

Meeting ambitious goals within 

a scenario of reduced public funding 

presents a particular challenge 



• Selectively expand our student population, attracting 

increased numbers of students from Northern Ireland, other 

UK regions and international markets; 

• Diversify the income base, including research, consultancy, 

commercial and philanthropy, to reduce our dependence on 

the core Government grant; 

• Ensure the most efficient and effective provision of services, 

with management actions and resource allocation aligned to 

this end; 

• Develop a culture of robust, effective and timely decisionmaking, 

promoting a greater sense of ownership and 

responsibility in decision-making at all levels, underpinned by 

transparency and excellent communication; 

• Build on our corporate performance management reporting, 

drawing on accessible and robust management information 

with progress being monitored by smart KPIs consistently 

used across ‘one university’; 

• Strengthen engagement with the Foundation Board in 

supporting and delivering key institutional projects. 



• An increasingly multi-cultural student population, with 

Northern Ireland students broadening their experiences 

through international internships and study abroad 

programmes; 

• An increasingly diversified income base, securing resources 

from a wide range of sources and increasing our leverage 

against Government income, reinforcing our commitment to 

4% growth, year-on-year, in our non-block grant income; 

• A sustainable business model to deliver the core mission of 

teaching and research underpinned by effective engagement 

and the communication of our value propositions to our 

customers, internal and external; 

• Minimise cross-subsidy in order to maximise investment in 

agreed strategic priorities. 

EXECUTIVE EDUCATION 

Founders’ Club members contributed 

more than £1 million to Queen’s Executive 

Education Centre at Riddel Hall. Members 

are pictured with the Registrar and Chief 

Operating Officer, James O’Kane, and 

Director of Development and Alumni 

Relations Norma Sinte.



15/16 



To develop global citizens and 

address international challenges 

While Queen’s has recently enjoyed some high profile 

international recognition for its work in ‘green chemistry’ 

with Petronas and in winning the St Andrews Prize for the 

Environment for leading a project that will deliver arsenic-free 

drinking water to 80 million people in South East Asia, the 

University lacks the international presence of its comparator 

universities, whether that is measured by international student 

recruitment or by international research collaboration. 

In 2011, the University agreed a new Internationalisation 

Strategy, and full and effective implementation is now the 

priority. The past year has seen greater engagement with this 

agenda across the University, and we are now in a position 

to capitalise on these developments. Recent institutional 

collaborations have included a joint venture with INTO 

University Partnerships and strategic partnerships with 

Georgetown and Vanderbilt Universities, University Malaya 

and Petronas, Bengal Engineering and Science University and 

the National Institute of Immunology in India, and Shanghai 

Jiao Tong University, Shenzhen University and the China 

Medical University. 

We will now build on these developments to ensure that our 

students of today become the global citizens of tomorrow, and 

in partnership with leading institutions around the world, we 

make our full contribution to meet global challenges. 



• Focus our efforts on increasing international student 

recruitment and mobility, the pursuit of high quality, high 

impact research with international collaborators, profile 

building in-country, and powerful alumni engagement; 

• Provide a distinctive and sought-after experience for 

international students; 

• Develop and implement an integrated marketing and 

recruitment plan to meet realistic and agreed international 

recruitment targets, supported by a comprehensive 

scholarship framework; 

• Strengthen our engagement with international stakeholders, 

including our international alumni; 

• Continue to strengthen our profile in-country through 

recognised partnerships and physical presence. 

We will ensure that our 

students of today become the 

global citizens of tomorrow 



• Growing an international student population to 10% of the 

total student population by 2016; 

• Increased numbers of Queen’s students gaining international 

experience; 

• New international research collaborations leading to high 

quality research outputs; 

• Increased international research income from global funding 

bodies, companies, trusts and philanthropy. 

INTERNATIONAL LABORATORIES 

Collaboration with Petronas, the 

Malaysian Fortune 500 oil and gas 

company, resulted in the creation 

at Queen’s of the first universitybased 

Petronas laboratory in Europe. 

Pictured are Datuk Dr Zainal Abidin 

Haji Kasim, Vice-Chancellor of 

Universiti Teknologi Petronas and 

Professor Ken Seddon, Co-Director 

of QUILL, School of Chemistry and 

Chemical Engineering.



Delivering the 

Strategic Priorities 

No matter where I meet people in the world, 

there is a path that leads back to Queen’s 

Successful delivery of the strategic priorities will require the complete 

engagement of all staff, the provision of high quality professional 

services and continued investment in the University infrastructure. 

Dr Liam Neeson OBE, 

Actor and Honorary Graduate



19/20 

Delivering the Strategic Priorities 

Enhancing the Quality 

of our People 

Our staff are Queen’s most valuable resource and, at any time, 

our most significant investment. Our ongoing success depends 

on the outstanding performance of all our staff and, as with our 

students, it is important that staff feel proud to work at Queen’s 

and are engaged with its goals and plans. 

We will continue to provide a staffing profile which is aligned to 

the forward looking priorities of the University. Within a positive 

working environment we will recruit the best individuals and 

develop them to realise their full potential. 

We will cultivate an ethos of high quality leadership and 

management. In partnership with the Leadership Foundation 

for Higher Education, we have introduced pan-University 

Leadership Development Programmes to raise our capabilities 

and make our University ever more responsive to change. 

We will become an ‘employer of choice’, maintaining our 

sector-leading commitment to equality and diversity with 

particular emphasis on extending best practice as recognised 

by Athena Swan Awards and through our position as the top 

employer for women in Northern Ireland and one of two UK 

universities in the Top 50. 

We are committed to developing the alumni network as a 

potent force of mutual support for each other and for their 

alma mater. We will engage with our alumni to broaden the 

recruitment, experience and employment opportunities for our 

students and to support philanthropic giving to enhance the 

development of our University and its people. We must further 

develop a network of influential opinion formers to enhance 

Queen’s profile regionally, nationally and internationally. 

Actions to Support Delivery of Strategic Priorities 

• Embed a culture of positive performance across the 

University through consistent implementation of Performance 

Management for all staff, both to reward good performance 

and to address underperformance; 

• Implement a sustained recruitment campaign to increase 

the numbers of academic staff and to support the successful 

delivery of our education and research objectives; 

• Review and develop a more effective framework to enhance 

the level of meaningful staff engagement in Schools 

and Directorates, supported by current technology and 

social media; 

Our staff are Queen’s most 

valuable resource and, at any time, 

our most significant investment 

• Promote equality and diversity in all staffing matters, with 

particular emphasis on maintaining our progress towards 

achieving a more representative proportion of female staff in 

senior positions, especially in the STEM subjects; 

• Provision of effective and up-to-date staff development 

opportunities for all staff; 

• Development of an environmentally aware workforce 

and student community, recognising and realising the 

opportunities created through individual and University 

contributions to global sustainability. 

LEADING EXPERTS 

Queen’s Professor Maire O’Neill 

was the UK Female Inventor of the 

Year in 2007 and is now regarded as 

one of Europe’s leading experts in 

cryptography. Her work focuses on 

security in modern communications 

and the development of radio 

frequency identification tags.



21/22 



of our Services 

High quality professional services are provided by our unitary 

academic support sector. The Directorates ensure the efficient 

and effective operation of a complex and highly performing 

university and contribute to the strategic goals by supporting 

all aspects of the core mission of the University. 

An aspiration to be ‘best in class’, together with a drive towards 

greater ‘customer focus’, has been a guiding principle in 

recent years. Engagement with both internal and external 

customers, from our students and post-primary schools to 

employers and research funders, has been a priority. It has 

informed, for example, the restructuring within our Directorates 

and the development of our Student Guidance Centre, the 

International and Postgraduate Student Centre, and the 

Executive Education Centre at Riddel Hall. 

The University is currently investing in its core management 

information systems to underpin efficient data collation and 

reporting within and outwith the University. Full implementation 

of these systems will ensure that information is collected, 

managed and disseminated in the most efficient manner and 

used to inform high quality and timely decision-making. This will 

be especially important as the University seeks to be ever more 

responsive to the changing needs and expectations of society. 

We will continue to develop a culture in which staff take 

ownership and responsibility for their decisions and ‘add 

value’ in everything they do. We will further develop the ‘one 

university’ concept, encouraging respect and collaboration 

across the University. At all times we will seek the most efficient 

means of delivering a high quality, and people-centred, service. 

The quality of our services will be continually enhanced to meet 

the needs of a highly performing university. 

An aspiration to be ‘best in 

class’, together with a drive towards 

greater ‘customer focus’, has been a 

guiding principle in recent years 


• Recognise the University as a ‘customer-based organisation’ 

in which positive and timely engagement is fostered with all 

customers, from students to research partners; 

• Understand the perceptions of students, staff and external 

customers, and introduce a ‘customer satisfaction’ Key 

Performance Indicator with action plans to increase the 

level of satisfaction of all customers; 

• Invest in our core management information systems to 

underpin efficient data collation and reporting within and 

outwith the University; 

• Streamline our processes and procedures, removing 

unnecessary bureaucracy and facilitating effective and 

timely decision-making. 

MEDICS IN PRIMARY SCHOOLS 

Northern Ireland’s Chief Medical 

Officer Dr Michael McBride is given a 

‘health check’ by Megan McNulty, a P7 

pupil at Lisnasharragh Primary School, 

at the 2011 Medics in Primary Schools 

launch. Through the initiative 

undergraduate medical students 

spend time in primary schools, giving 

pupils a better understanding of their 

own health.



23/24 



of our Infrastructure 

Our estate has been transformed over the past decade, and 

Queen’s now has one of the most distinctive campuses in the 

UK or Ireland. Within a rolling five year strategic plan, £205m 

has been invested in maintaining and enhancing the estate, 

with significant enhancements to the facilities for learning, 

research, service provision and the working and recreational 

environment for students and staff. 

A University commitment to reinvest 5% of the insurable value 

of the estate each year, together with effective leverage of 

Government funding and rigorous adherence to the delivery 

of business plans, has underpinned successful execution of 

an ambitious Capital Plan to create distinctive and effective 

living spaces to enhance the experience of the staff and 

students of Queen’s. 

Major capital projects have included: the prize-winning McClay 

Library; the innovative Institute for Electronics, Communications 

and Information Technology as anchor tenant on the Northern 

Ireland Science Park; the University’s Centre for Cancer 

Research and Cell Biology co-located with the Belfast Clinical 

Cancer Centre; the new Executive Education Centre co-located 

with the Queen’s University Management School on the Riddel 

Hall Campus; and the creation of a distinctive suite of student 

facilities, including Queen’s Elms Village, Students’ Union, 

Student Guidance Centre, International and Postgraduate 

Student Centre, and the extended Physical Education Centre 

and refurbished Malone Playing Fields. 

We will continue to maintain and enhance the University’s 

estate and IT infrastructure to support the strategic priorities 

set out in this Plan. 

After our people, serviced space is our most costly asset and 

we must continue to promote a culture of effective and efficient 

use of high quality facilities across the University. 

We will maintain our commitment to strategic investment in our 

infrastructure, although the level of investment will be impacted 

by the reductions in Government funding. The development 

of the new Health Sciences Campus is the largest and most 

ambitious development of the estate in the history of the 

University and will extend beyond the period of this Plan. 

Enhancing connectivity to high speed, accessible and secure IT 

systems is a priority across the University and we will maintain 

a rolling programme of equipment upgrade for those services 

provided in-house and to manage efficient provision of that 

which can be outsourced effectively. 


• Continue to invest strategically in the estate and IT 

infrastructure to support the delivery of the four strategic 

priorities, although the level of investment will be reduced 

as a result of the reductions in Government funding; 

• Continue to enhance the sustainability of our estate; 

• Seek greater utilisation of space, particularly in regard to 

teaching while seeking further opportunities to develop 

new income streams through external contracts; 

• Progress development of the Health Sciences Campus 

to provide a focus for the pursuit of world-class medical 

education and translational research. 

Our estate has been 

transformed over the past decade, 

and Queen’s now has one of the 

most distinctive campuses in the 

UK or Ireland 

WORLD-CLASS FACILITIES 

The McClay Library, which has 

2,000 reader places and houses 

1.2 million volumes, won the RICS 

(Royal Institution of Chartered 

Surveyors) Sustainability Award 2010. 

Pictured with the award is Director 

of Estates Gary Jebb (left) and 

Alistair Dunn, Chairman of the 

RICS NI Judging Panel.



25/26 

Plan 924i 

Plan 924i 

This Corporate Plan focuses on four strategic priorities which, if 

fully implemented, will progress the University’s stated ambition 

to move ‘Towards a Global Top 100 University’. At the heart 

of this Corporate Plan will be Plan 924i where the strategic 

priorities are each summarised by a core numeric goal: 

9 - reminding us that we will not only increase student 

satisfaction levels but, through this, achieve 90% progression 

and attainment rates for all undergraduate students by 2016 

These institutional goals will be reflected in specific targets 

which will be agreed for the University and for individual 

Schools and Directorates. Our progress will be judged through 

our well established framework for Performance Management. 

Every member of the Queen’s family can contribute to Plan 

924i; together we will shape the next stage of development 

of our exceptional University. 

Every member of the Queen’s 

family can contribute to Plan 924i; 

together we will shape the next 

stage of development of our 

exceptional University 

STUDENT OF THE YEAR 2011 

2 - reflecting our ambition to progress towards a doubling of 

the institutional citation score 

4 - reinforcing our commitment to 4% growth in income, 

year-on-year, from sources other than the Government 

block grant 

Therese White was named Student 

of the Year in 2011. She won an 

internship with NASA in Florida, the 

only UK student to do so, and assisted 

with preparations for the final mission 

of the space shuttle, Endeavour. 

i - reflecting that internationalisation pervades all that we do 

and we will deliver on our plans to increase the diversity of 

our students and the global reputation of our research.

For further information, 

please contact the University’s Communications 

and External Affairs Office 

Tel: +44 (0) 28 9097 3091 

E-mail: comms.office@qub.ac.uk 

CDS 73977 

www.qub.ac.uk

Queen's University Corporate Plan 2011-16 - Perrett Laver

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