More than 350 staff members participated in the consultations on the future of Corvinus – Summary
On April 12, Hungarian voters gave a strong mandate to a new political force to reorganize key subsystems of society, including the operation of higher education. The leadership of Corvinus aims to play an active role in developing the suitable model; therefore, it invited the university community’s key stakeholder groups to engage in dialogue separately, as well as all employees collectively.
The goal is to ensure that every stakeholder’s perspective is represented
The leadership of Corvinus, together with Rector Bruno van Pottelsberghe, initiated broad consultations with the teaching and research community, the service areas, institute heads, the Senate, the Professorial Body, employee representative groups, as well as representatives of the student and doctoral student unions.
The joint reflection process was also supported by the internal consultation series Corvinus Future Talks, which provided all employees with the opportunity to share their thoughts and opinions and to ask questions. More than 350 colleagues participated across the three events, which were held both in person and online.
A brief overview of the proposed hybrid governance model
During the forums, Rector Bruno van Pottelsberghe provided a comprehensive assessment in a presentation of the development of Corvinus during the period in which he has led the institution. He outlined the aspects that, in his view, were missing from the trade union’s assessment of the situation, and also presented the university leadership’s ideas and proposals. He emphasized that neither the pace nor the depth of the expected government reforms is yet known, nor is it clear how much room for maneuver individual institutions will retain, however, the University will comply with all legal requirements in every case.
The proposal he presented, the new operational model, would represent a transition between the traditional system in Hungary and the current “model-changed (KEKVA)” framework. The main elements of the model are:
- Academic freedom and autonomy: All academic matters would fall exclusively under the authority of the Senate, which would be safeguarded by legal guarantees.
- Stronger Senate: The proposed change would further increase the proportion of elected members, while also providing greater representation for students, researchers, non-academic (service) units, the trade union, and permanent invited status for the Corvinus Employee Council.
- University Supervisory Board: According to the original proposal, the current Board of Trustees would be replaced by a five-member body consisting of four external members, including an academic leader or scholar with international experience, three business or social leaders, and the Rector. However, during the consultations, the possibility of expanding the body to six or seven members was also raised. Both genders would be represented in the body with at least a 25% share each.
- Operational management: Day-to-day operations would remain under the authority of the Rector and the Executive Committee, in line with Corvinus’s current practice.
Most leading European universities already operate in this hybrid (dual) governance structure, where an academic body (the senate) works alongside a board or council that includes external members.
This model is fully compatible with EU requirements (it is in place in 14 EU member states) and ensures academic freedom and accountability, while also preserving operational excellence, innovation, and sustainable financial management.
The Rector has repeatedly emphasized that the concept presented is not a final position but a discussion paper and proposal. Feedback from all stakeholders is being collected, the text will be revised accordingly, and multiple rounds of consultation will take place within the university.
The discussion paper is also available on the intranet and the university’s website.
Questions and answers raised during the consultations
Below is a summary of the questions and answers raised during the forums, grouped into broader thematic areas. Recurrent questions have been consolidated and are presented in a unified form.
On the consultation process and expected directions
What specific objections has the EU raised regarding the Hungarian model-change universities?
According to Bruno van Pottelsberghe, the objections do not concern the foundation-based model itself or the dual governance structure, but primarily the indefinite appointment of board members, as well as the method of selecting and the functioning of these members. He believes that by amending these rules, Hungary could relatively quickly comply with EU requirements.
Is the university trying to engage with the new higher education leadership?
The responsible ministry has not yet initiated consultations with university leaders; however, the Rector would like to initiate an early meeting with the new State Secretary for Higher Education. He emphasized that Corvinus is in a unique position in terms of funding, reputation, and governance, and therefore considers it important to personally represent the university’s interests based on both his own experience and the experience and the views of the university as a whole.
Would it not be more appropriate to develop a shared university position first, and only then discuss detailed reform plans?
The Rector emphasized that numerous informal consultations are already taking place among different stakeholders, which is why he considers it important to also present his own views and those of the leadership. He added that the proposals are not final; they are continuously evolving based on incoming feedback. The goal is precisely to shape them into a consensual proposal.
How can those who support the Rector’s and the university leadership’s proposal express their position?
The Rector sees the solution primarily in a longer consultation process, during which Corvinus staff can jointly define the principles and elements on which broad agreement can be reached. If no consensus emerges on certain issues, he also considers the possibility of holding a university referendum.
Why do many people in the organization feel that their opinion does not matter?
According to several commenters, many colleagues at the university have lost faith that their opinions have any meaningful impact, and they would consider slower changes and more dialogue necessary.
In his response, the Rector emphasized that he is open to criticism and professional debate, and in fact finds these lacking in the university’s operations. He stated that he has held and continues to hold consultations with several stakeholders — including trade unions, researchers, and students — and that as a result, the initial proposals have already been significantly revised.
The future governance model of the university
What happens if the government abolishes the boards of trustees? Could decision-making be fully returned to the Senate?
According to the Rector, several scenarios are possible, and the university will in all cases act in accordance with the law. Personally, however, he would not consider it a favourable solution to extend the Senate’s scope to operational matters, as he believes the Senate has a key role in academic and strategic issues, while operations and financing require a more management-based approach, and it is important that the review be carried out, at least to some extent, by a body independent of the university’s day-to-day operations.
If the government retains the foundation-based system, would the hybrid model presented in the lecture still be introduced?
The leadership’s aim is to ensure that any changes align with future legislation and that the concept developed through community feedback is implemented. If the regulatory framework allows a different direction, the university will of course adapt to it. The Rector added that no single governance model in itself guarantees success; in his view, the decisive factor is how the university’s leadership and community work together.
Which international governance models could serve as examples for Corvinus?
Most leading European universities operate under a hybrid (dual) governance structure, where an academic body (the Senate) is complemented by a board composed of external members — such as the Copenhagen Business School, Bocconi University, or WU Vienna. The Rector is open to involving internationally experienced academics as well as business and social leaders in the governance of the university. At the same time, he emphasizes that the academic governance of teaching and research should remain with academic bodies.
How much influence does the university have over the process if final decisions are expected to be made at government level? Is the resignation of the Board of Trustees expected, as has happened at other institutions?
Bruno van Pottelsberghe stated that, as he is not a member of the Board of Trustees, he does not have direct information on this matter. However, he emphasized that the fate of the university’s proposals ultimately depends on the model adopted by the government. In his view, it is possible that certain elements — such as dual governance — will remain, but it is also possible that the government will choose a different approach.
If a new university governing body is established, how would the external members be selected?
The original proposal was based on a “Council of the Wise,” which would have been elected by the Senate from among former rectors, but this did not receive broad support. It was also suggested that the university’s various bodies — such as the International Corporate and Institutional Council (IC2) and the International Advisory Board (IAB) — could make proposals for membership. Other models include co-optation, where existing members select new ones, as well as systems in which the Rector and the Chair propose candidates that are then approved by a vote of the full body; he cited his former workplace, the Université Libre de Bruxelles (ULB), as an example. In addition, in several Western European countries (e.g. the Netherlands and Austria), it is common for the government to appoint all or part of the members of supervisory or governing boards. According to the Rector, several approaches are conceivable in the case of Corvinus as well, but he considers it important that the final composition does not reflect a single interest group, and that the perspectives of faculty members, students, researchers, and non-academic staff are all represented simultaneously.
If the role of the Senate changes, how does the Rector intend to strengthen his own legitimacy within the new structure?
The Rector stated that the transformation of the Senate is already on the agenda due to upcoming elections, and he considers it natural that the possibility of a vote of confidence may arise. At the same time, he emphasized that he was elected with 98% support from the Senate, and that his leadership position is therefore fully legitimate.
Future financing of the university
What financial models could be considered for operating the university in the coming period?
Corvinus University is in a unique position within Hungarian higher education: its financing is stable, but the future conditions are still uncertain. The university will, in all cases, comply with legal regulations and aims to maintain financial stability. The Rector outlined three scenarios: the continuation of the current model, in which the maintainer holds a significant share of assets; full state funding; and a gradual transition, which he considers the most likely. He would not regard full state funding as a good solution, as it could lead to a significant reduction in resources, especially if the example of other Hungarian universities is taken into account. He also noted that the ratio between the number of students and academic staff is not yet on a sustainable path. For this reason, he considers a growth strategy necessary, including an increase in student numbers.
Has the university leadership prepared scenarios for different funding situations?
Detailed scenario planning has not yet begun, but the leadership is aware that operating conditions may change significantly. According to the rector, future financing will depend not only on student numbers but also on research performance, the level of internationalisation, and scientific publications, in which Corvinus is showing increasingly strong results. He also added that access to European research funding could improve, creating new opportunities for growth. He considers it ideal if any changes in financing occur gradually, allowing the university time to adapt.
What criteria were used to determine the rector’s remuneration, and what is the exact amount?
The rector explained that, according to his employment contract, his position can be terminated without justification with a two-month notice period, meaning he took on significant personal risk when joining Corvinus University. He added that, during the salary negotiations, the costs of full family relocation from abroad were also taken into account, as well as the fact that, unlike the academic staff at Corvinus, his opportunities for supplementing his income both within and outside the institution are limited during his mandate.
Implementation of the objectives set out in the Bridge Strategy
Will the university’s internationalisation strategy be feasible alongside the new government plans?
At present, there is no indication that the government intends to restrict the presence of international students or the university’s international relations. Internationalisation remains a strategic objective.
Could the uncertain financial situation affect the EQUIS accreditation?
The timing is not favourable, as the accreditation review is currently underway. However, the leadership is confident that the institution’s maintenance background, stable operations, strategic plans, and professional governance will be convincing to international reviewers. In order to avoid the negative consequences of postponing the accreditation, the university is continuing the process even during this transitional period.
What role does Corvinus leadership envision for executive education programmes in the future?
This is considered a strategically important area. Due to demographic trends, a decline in traditional student numbers is expected across Europe, so universities must increasingly open towards lifelong learning. The rector also explained that different levels of education generate different financial outcomes: undergraduate programmes operate with lower margins, master’s programmes with higher margins, and executive programmes with the highest margins. In the future, these revenues could contribute to increasing faculty salaries and strengthening the university’s financial autonomy.
Who is included in the calculation of the student–faculty ratio? Are the tecahers and researchers of the Corvinus Institute for Advanced Studies (CIAS) included?
The rector explained that this is an internationally used indicator based on full-time faculty members. He added that if increasing student numbers makes it necessary, it may be possible in the future to involve a broader range of external professionals and alumni lecturers in teaching.
Education, student life and the use of AI
What role should Corvinus University play in the future in Hungarian-language and social science education?
The rector is open to the idea that some programmes could again be launched in Hungarian, while still considering bilingual education a clear advantage. He continues to envision Corvinus as a social sciences and multidisciplinary university and also supports the launch of new, innovative master’s programmes. As an example, he mentioned the previously planned Diversity Management Master’s programme, which he believes should be introduced if the legal framework allows it.
Can the university keep up with the growing number of international students in terms of student support services (such as psychological counselling)?
The rector stated that student-centredness is a key element of the institutional strategy, which is why there is a dedicated senior leader responsible for student affairs at the university. He agrees that international students may face a range of challenges — such as being away from their families and dealing with cultural and language differences — and therefore considers it justified to involve more English-speaking psychologists and support professionals. However, due to budget constraints, rapid expansion of these services is difficult, so the leadership is currently examining how existing resources can be reorganised efficiently without harming other areas of operation.
Is the reinstatement of previously discontinued foreign-language programmes expected in connection with the anticipated model shift?
The rector clarified that language programmes were not discontinued, but rather their teaching format was restructured. The most popular language courses, such as English and German, are still taught by full-time faculty, while other languages are delivered with the involvement of external teachers. He emphasised that high-quality language education remains a priority for the university, including the teaching of Hungarian for international students.
How could scholarships be provided for international students?
The rector explained that funding has already been secured for some flagship master’s programmes (e.g. Finance, Management and Leadership, MBA), but he also considers further development of the scholarship system justified in the long term.
What role can artificial intelligence play in higher education?
According to the rector, artificial intelligence can be an important tool for improving the teaching experience. He believes that the potential of AI can be most effectively utilised by instructors who already possess strong pedagogical skills and who are consciously committed to improving the quality of education.