BGU | PRESIDENT'S REPORT 2026

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PRESIDENT'S REPORT 2026

improving operational efficiency, and ensuring full regulatory compliance. A central strategic priority remains the expansion and diversification of the University’s own-source revenues. This includes maximizing the value of income-generating assets, increasing rental and usage fee revenues by approximately 10%, expanding non academic training activities, particularly in AI-related fields, and reducing losses in subsidiary operations by an estimated NIS 1–2 million. Together, these measures support long-term financial stability while enabling continued institutional growth. RESEARCH Research excellence continues to be a central pillar of the University’s strategy. Investments in advanced research infrastructure, including new cutting-edge equipment at the Ilse Katz Center for Nanoscale Science and Technology, high-performance computing, and AI capabilities, have strengthened the research ecosystem and improved competitiveness for external funding. Administrative and procedural reforms have reduced bureaucratic barriers, enabling researchers to focus on innovation and impact. These efforts are beginning to show results. For the first time in its history, BGU’s share of the national research budget under the Council for Higher Education's Planning and Budgeting Committee (PBC) model exceeds its proportional share of senior academic faculty positions

across Israeli universities. Whereas the University previously received less than 12.5% of the national research allocation despite accounting for roughly 14% of the system, last year its share reached 14%. This year, it increased further to 14.37% of the national research allocation. Within the complex model that determines this funding, BGU was also ranked first in the country for industry collaborations, reflecting the University’s long term strategy of leveraging its research strengths towards wider goals. STUDENT RECRUITMENT AND RETENTION Student recruitment and enrollment were key areas of success. After several years of uncertainty, the University returned to growth, surpassing pre-pandemic enrollment levels. The incoming cohort of new students in the 2025-26 academic year is the largest in BGU history, approximately one thousand students more than just four years ago. This figure reflects a clear and sustained trajectory of growth. This progress was achieved despite an increasingly challenging higher-education environment marked by declining demand for undergraduate and graduate degrees, intensified competition, rising marketing costs, and ongoing budgetary pressures. Growth over the past two years has been broad-based across faculties, driven primarily by the natural sciences (particularly mathematics, physics, and chemistry), as well as targeted initiatives in materials engineering and the launch of a degree program in entrepreneurship and innovation. In contrast, enrollment in graduate programs declined this year, with the sharpest decreases in non-research tracks. We addressed this strategic challenge by launching targeted recruitment campaigns, enhanced retention efforts, and dedicated outreach and recruitment events with diverse populations. Our pre-academic and extension programs remain a vital pipeline for future students. In the first semester of the 2025-26 academic year, over 1,000 students participated in pre-academic preparatory programs, including Aliyah to Academia, and the Ofek program for Bedouin students. The Jusidman Science Center for Youth engaged 2,024 pupils in ongoing programs and another 6,800 in briefer exposure events such as Science Days – an increase of 60%. The University Extension Center offered 33 different programs to over 1,000 participants.

BGU’S SHARE OF NATIONAL RESEARCH BUDGET, 2020-2025

525.7

PBC funds allocated to BGU (NIS millions)

493.6

14.37

451.8

13.95

407.5

396

387.4

384.3

13.50

12.67

BGU share of PBC budget (%)

12.50

12.47

12.33

2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26