qmul science and engineering strategy

Faculty of Science and EngineeringQueen Mary, University of London

Strategic Plan

www.qmul.ac.uk/se

Science and Engineering Strategy

The overarching aim for the Faculty of Science and Engineering in the next few years is to build on its existing strength and toraise its performance and profile so that it is recognised as one of the leading science and engineering faculties in the UK, both for its research, education and outreach provision, andcontributes in full to Queen Mary’s ambition to be ranked in the top 10 universities in the UK.

Professor Jeremy Kilburn, Vice-Principal & Executive Dean

Queen Mary has a distinguished traditionin science and engineering, and was oneof the first UK universities to establishengineering, computer science, chemistryand materials departments. The presentFaculty of Science and Engineering hasmany areas of excellence and distinctivestrengths in, for example: the qMediagroup, which links technology with thecreative arts; Astronomy where work is carried out in collaboration with NASA, ESA and the UK Space Agency;Bioengineering, which has a growinginternational reputation as a top research group in the UK; Materials, a multidisciplinary activity across theFaculty and with SMD, which is in the top three in the UK based on publicationimpact since the last RAE; Photosynthesis,

which underpins the strategy to developbio-energy research; Physics, which wasone of the first places to develop stringtheory and counts a recent Nobellaureate, Sir Peter Mansfield, amongst itsgraduates. We have a unique partnershipwith BUPT in China with whom we run ahighly successful, award winning, jointundergraduate programme. We host three UK National Teaching Fellows andour staff hold numerous other teachingawards, reflecting the strong track record in teaching as well as in researchexcellence. Our outreach activity is alsowidely recognised, being delivered bothlocally by Schools and more widelythrough larger externally funded projectssuch as SEPnet, cs4fn and the recentMore Maths Grads initiative.

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Queen Mary was one ofthe first universities toestablish engineering,computer science,chemistry and materialsdepartments

4 Queen Mary, University of London | Science and Engineering Strategy

Overall the Faculty has a rich andsuccessful history and has much to beproud of at present. We are committedto establishing ourselves as one of theleading science and engineering facultiesin the UK, with our research, teaching andoutreach activities impacting bothnationally and internationally. But there ismuch to be done if we are to achieve thisambition and of course it must be achievedin a challenging and rapidly changingenvironment, and in an increasinglycompetitive higher education landscape.We will need to ensure the financialsustainability of our activities, growing ourincome in imaginative and innovative ways.We will need to optimise the efficient use of all our resources, including space andprofessional service support. We will need to invest in areas of strength anddistinctiveness, rewarding success inresearch, education and outreach, whilstmaking clear strategic decisions regardingunderperforming areas.

The Faculty Strategic Plan describes our vision and future ambition, our aims,objectives, and the enabling actions, and identifies how we will contribute to the College’s overall plan – for bothknowledge creation and knowledgedissemination. Many of the strategic aimsare undoubtedly ambitious, but while thisis a period of change and uncertainty, it is also a time of tremendous opportunity,particularly for Science and Engineeringat Queen Mary. The College is on amarked upward trajectory and the Faculty,with many distinctive strengths and asound financial base, can look forward to strategic investment and growthunderpinned by the talent, commitmentand enthusiasm of all of its staff.

5Queen Mary, University of London | Science and Engineering Strategy

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...the Faculty, with manydistinctive strengths anda sound financial base,can look forward tostrategic investment andgrowth underpinned bythe talent, commitmentand enthusiasm of all of its staff.


Our vision for the Faculty of Science andEngineering at QueenMary is that it should:

• Be recognised as one of the leadingscience and engineering faculties in theUK, contributing in full to Queen Mary’sambition to be ranked in the top 10universities in the UK

• Have an international reputation as acentre of cutting edge research andeducation, which attracts the best staff and students, and gives them the freedom to excel

• Offer students an education responsiveto their personal aspirations and careerambitions, and prepares them forleading roles in society in the future

• Have a culture of flexibility andinnovation, which embraces diversity,which empowers academic leadershipand where excellence is rewarded


Our vision is underpinned by 16 strategic aims:

• To conductresearch at thehighest standardacross a broadintellectualspectrum

• To recruit andinvest in staff with a record of exceptionalachievement orextraordinarypotential

• To sustain ourtraditional researchincome and todiversify ourresearchsponsorship

• To align research inselected areas withdistinctive strengthand develop multi-disciplinary researchthemes

• To increaseresearch outputand impact

• To increase thenumber and qualityof PhD studentsand their 4 yearsubmission rate

• To raise theFaculty’s researchvisibility andreputation

• To improve the researchenvironment in all Schools in the Faculty

• To deliver a highquality learningexperience for allstudents studyingS&E at Queen Mary

• To attract more and better qualitystudents to studyin S&E at QueenMary

• To enhance our students’employabilitythrough exposureto relevant industrypractice

• To attract highquality part timestudents bydeveloping newand flexible modesof delivery

• To support our students’aspirations &enhance theirpersonal growth

• To enhance thenational perceptionof science andengineering subjectsand the perceptionof S&E at QueenMary

• To championenhancement of thestudent experiencethrough rewardingteaching excellenceacross the Faculty

• To create a Faculty sense of community forstudents both whilestudying at QueenMary and aftergraduation

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Faculty of Science and Engineering

Teaching Strategy We will build on our current position to enhance teaching provision, student support and employability to attract more and better students to study S&E at Queen Mary inline with College targets. This will be achieved by improving engagement with students,industry and alumni, introducing flexible CPD and part time options including e-learningprovision, enhancing outreach to raise the Faculty profile and valuing teachingexcellence. The success of these actions will be measured by improvements inexternal indicators of teaching quality e.g. NSS & ISB, and internal QA and relevantinternal financial measures.

Professor Peter McOwan, Dean for Taught Programmes


Aim Actions Targets KPI

To deliver a high qualitylearning experience for allstudents studying S&E atQueen Mary.

Develop & implement a sequence of teaching andsupport enhancements, sharing best practice &including use of e-learning and support from theLearning Institute to increase S&E ratings.

Average Faculty NSS score 92%by 2015- Average Faculty ISB score93% by 2015

SA2.1,SA2.2,SA2.3,SA2.4,SA2.5.

To attract more and betterquality students to study inS&E at Queen Mary.

Develop and promote research led programmes ofstudy, including cross School/ Faculty provision.Recruit more high quality overseas students. Exploreexpansion of the BUPT model. Increase homeadmission tariffs year on year.

-Double PGT overseas numberby 2015- Faculty average U/G entry tariffincrease to 340 by 2015

SA2.1SA2.3,SA2.4,SA2.6,SA2.7.

To enhance our students’employability throughexposure to relevant industrypractice.

Embed appropriate student industrialexperience/practice, and off campus study optionsacross all Schools in S&E. Involve alumni in delivery.

-Faculty average for HESAemployability statistic 93% by2015

SA2.1,SA2.2,SA2.3.

To attract high quality parttime students by developingnew and flexible modes ofdelivery.

Develop marketable part time provision, particularlyin PGT, exploiting e-learning, and suitable fordeployment as part of the College CPD strategy.

- Development of Faculty CPDstrategy by 2011

SA2.7,SA2.8.

To support our students’aspirations & enhance theirpersonal growth.

Embed the Graduate Attributes within the Faculty.Support the Writing Hub initiative. Broaden ourcurriculum e.g. entrepreneurship. Canvas studentsaspirations, engaging with SSLC & SU.

–Embed full range of GraduateAttributes across Faculty by endof 2011

SA2.1,SA2.2,SA2.3,SA2.4.

To enhance the nationalperception of science andengineering subjects and theperception of S&E at QueenMary.

Enhance Faculty outreach activities to raise ourprofile by sharing best practice. Support proposedCollege Centre for Public Engagement. Recogniseengagement contributions from staff. Develop facultyCommunications Strategy

-Faculty Communicationsstrategy in place by 2011- Faculty average U/G entry tariffincreased to 340 by 2015

SA2.1,SA2.2.

To champion enhancement ofthe student experiencethrough rewarding teachingexcellence across the Faculty.

Appoint new academic staff with Research &Teaching ability. Promote and mentor for a diversifiedportfolio of teaching prizes, publicising teachingsuccesses and best practice. All promotion criteria toexplicity value teaching excellence. Faculty workloadmodel to fairly reflect teaching contribution.

-Faculty Teaching RewardStrategy in place by end of 2011-Faculty work load model inplace by end of 2011

SA2.1,SA2.2,SA2.3,SA2.4,SA2.5.

To create a Faculty sense ofcommunity for students bothwhile studying at Queen Maryand after graduation.

Encourage greater staff engagement. Facilitateinteractions between student societies in SchoolsRun Faculty level events with SU and alumni. Buildand promote student networks. Develop Facultynewsletter and web pages.

-At least one alumni focusedevent in each school by 2012-Faculty Facebook and Linkedingroups by end of 2011

SA2.1,SA2.2,SA2.3,SA2.4.


Teaching Strategy

Faculty targets for this activity: Average Faculty NSS score 92% by 2015; Average Faculty ISB score 93% by 2015

College Strategic Plan KPI’s impacted: SA2.1 SA2.3, SA2.4, SA2.6, SA2.7

Notes – Faculty Teaching Reward Strategy and e-learning Strategy in action by end 2011, facilities improvments by 2011

T&L Strategic Aim 1: To deliver a high quality learning experience for all students studying S&E at Queen Mary

Curriculum is informed by our research culture

High quality teaching delivery

Improved NSS, ISB and national

league table rankings

School action plans

for NSS

Enabling Actions

Objectives

Outcomes Queen Mary recognised as a top

destination for Science and Engineering degree programmes

Monitoring of teaching; reward

for excellence

E-learning Strategy

Appointment of new staff with excellent

teaching and research skills

Continuous enhancement of teaching and student support

T&L Strategic Aim 2: To attract more and better quality students to study Science and Engineering at Queen Mary

Develop viable research led

programmes of study

Effective marketing and promotion of

study options

Faculty targets for this activity: Double PGT overseas number by 2015; Faculty average U/G entry tariff increase to 340 by 2015

Notes – Faculty International Recruitment Strategy, Faculty Communications and Marketing Strategy in place by end 2011

Increased UG entry tariffs

Explore expansion of BUPT model

Create cross- School/Faculty taught provision

College Strategic Plan KPI’s impacted: SA2.1 SA2.3, SA2.4, SA2.6, SA2.7.

Enabling Actions

Increase recruitment of quality overseas students

Objectives

Outcomes

Strong profile for Queen Mary Science

and Engineering

Continuous increase

in entry tariffs

International recruitment, communications

and marketing strategies

T&L Strategic Aim 3: To enhance our students’ employability through exposure to relevant industry practice

Increase availability of industrial experience/practice learning

opportunities and off campus study

Increase student uptake of placement

opportunities

Faculty targets for this activity : Faculty average for HESA employability statistic 93% by 2015

Increased industry engagement and profile

Industry engagement

strategy

Develop relations with alumni; involvement

in employability agenda

College Strategic Plan KPI’s impacted: SA2.1, SA2.2, SA2.3.

Enabling Actions

Increased students’ employability statistics

Embed Graduate Attributes framework

Notes – Faculty Industry Strategy and Faculty Communications Strategy in place by end 2011

Objectives

Outcomes

Communications strategy for industrial

stakeholders

Embed options across all Schools

T&L Strategic Aim 4: To attract high quality part time students by developing new and flexible modes of delivery

Develop marketable, part-time provision, particularly in PGT

Deploy as part of College

wide CPD strategy

Faculty targets for this activity : Development of Faculty CPD strategy by 2011

College Strategic Plan KPI’s impact: SA2.7, SA2.8.

Enabling Actions

Audit of current part time and CPD

provision

E-learning and industrial engagment

strategies

College strategy for growing and supporting CPD

Increased CPD provision Increased number of

part-time students

Notes –Faculty e-learning and Industry strategies in place by end 2011

Objectives

Outcomes

Sharing best practice

across Schools

Develop new modes of delivery


Teaching Strategy

Faculty targets for this activity: Embed full range of Graduate Attributes across Faculty by end of 2011

College Strategic Plan KPI’s impact: SA2.1, SA2.2, SA2.3, SA2.4.

Enabling Actions

Notes – Faculty Communications Strategy in action by end 2011, Faculty wide Graduate attributes audit by mid 2011

Objectives

T&L Strategic Aim 5: To support our students’ aspirations and enhance their personal growth

Embed Graduate Attributes

framework

Flexible and personalised

educational experience

Improved life skills of graduating students

Full engagement with SSLC’s and Students’ Union

Broad curriculum e.g. inclusion of

entrepreneurship modules

Improved recognition of the quality of our graduating students Outcomes

E-learning Strategy

Development of cross-Faculty

modules Creation of the

Writing Hub

T&L Strategic Aim 6: To enhance the national perception of science and engineering subjects and the perception of S&E at QMUL

Develop coordinated Faculty outreach activities

Creation of Center for Public

Engagement

Faculty targets for this activity: Faculty Communications strategy in place by 2011; Faculty average U/G entry tariff increased to 340 by 2015

College Strategic Plan KPI’s Impact: SA2.1, SA2.2.

Enabling Actions

High quality Faculty web pages

and publications

Faculty workload model to fairly reflect outreach contribution

Outreach excellence is celebrated and rewarded

Communication and marketing

strategy

Improved Faculty profile

Increase in number and quality of

student applications

Notes – Faculty Teaching Reward Strategy in place by end 2011

Objectives

Outcomes

Grow profile of Faculty and its outreach and education activities

Acknowledged excellence of Faculty

outreach activities

T&L Strategic Aim 7: To champion enhancement of the student experience through rewarding teaching excellence across the Faculty

Promote success and share

best practice

Establish and promote Faculty teaching prizes

Faculty targets for this activity: Faculty Teaching Reward Strategy in place by end of 2011: Faculty work load model in place by end of 2011

College Strategic Plan KPI’s impacted: SA2.1, SA2.2, SA2.3, SA2.4, SA2.5.

Enabling Actions

Ensure teaching excellence is recognised in promotion and appointment criteria

Mentoring of staff to achieve

teaching excellence

Improved student

experience

Increased number of staff promoted for

teaching excellence

Notes – Faculty Teaching Reward Strategy, inc. professional support staff and Faculty Communications Strategy in place by end 2011

Staff promotion routes for teaching

excellence Objectives

Outcomes

Faculty workload model to fairly reflect

teaching contribution

Research and Teaching equally valued

T&L Strategic Aim 8: To create a Faculty sense of community for students both while studying at QM and after graduation

Achieve greater staff engagement in

Faculty activities

Build and promote student

networks

Faculty targets for this activity: At least one alumni focused event in each school by 2012 ; Faculty Facebook and Linkedin groups by end of 2011

College Strategic Plan KPI’s impacted: SA2.1, SA2.2, SA2.3, SA2.4.

Enabling Actions

Grow number of Faculty level

events

Ensure staff and student involvement in Faculty processes

Facilitate interactions between student

societies in Schools

Increased alumni engagement

Improved communications with stakeholders

Notes –Faculty Communications strategy in place by end of 2011

Objectives

Outcomes Increased staff

engagement with Faculty

Develop alumni

relations

Faculty newsletter and

web pages



Research StrategyThe Faculty of Science and Engineering will build on its current position as a researchintensive faculty, to be fully established as a centre of research excellence in scienceand engineering by 2015, and contribute to the College’s strategic plan to be within thetop ten universities in the UK on the basis of objective and widely respected criteria.

We will achieve this through the highest standards of research, as judged byinternational comparators, in a broad range of subject areas.

Professor Wen Wang, Dean for Research


Aim Actions Targets KPI

To conduct research at thehighest standard across abroad intellectual spectrumInvest in areas of strength and distinctiveness.

Address areas of research underperformance Invest in 4* research & reward success. Set research targets and monitor researchperformance.

To be ranked within the top 20%on average across the Faculty inboth research quality and power

SA1.1

To recruit and invest in staffwith a record of exceptionalachievement or extraordinarypotential.

Ensure new academic posts are appropriately resourced.Rigorous academic appointment processes in place; Effective mentoring system and performance reward.

Recruitment of a minimum of 25professors and 45 new lecturersin the next 4 years;75% or more of staff performing3*/4* research by 2015.

SA1.6 SA1.7SA1.8SA1.9

To sustain our traditionalresearch income and todiversify our researchsponsorship.

Provide matching support for major funding bids.Develop and implement industry strategy;Work with RSS & QMI and effective horizonscanning.Internal peer review of proposals.

By 2015:Total research income toincrease by 50%;EU funding to double, andindustrial income to account for>10% of total funding.

SA1.4 SA1.5

To align research in selectedareas with distinctive strengthand develop multi-disciplinaryresearch themes.

Identify research champions;Improve cross-disciplinary working; Staff in agenda setting roles with funding bodies;Build capacity in key areas of globalchallenge/priority.

New research institutes/ centresin Materials, Bioengineering andLife Sciences;All schools have clearlyidentified distinctive strengths.

SA1.1SA1.4SA1.8SA1.9

To increase research outputand impact.

Ensure staff target journals with the highest impact;Implement research output monitoring and rewardscheme.Faculty workload model to reflect entrepreneurshipcontribution.

>75% of research staff withthree 3*/4* publications in REFsubmission.50% increase in technologytransfer and spinout activities by2015.

SA1.2SA1.3SA1.5

To increase the number andquality of PhD students andtheir 4 year submission rate.

Build internal DTCs and position them for RCUKcalls.Develop and implement industrial strategy;Develop and implement international strategy;Supervisor and PhD training & monitoring.

75% increase in PhD number by2015.4 year submission rate at 85%by 2015.

SA1.1SA1.2SA1.10

To raise the Faculty’s researchvisibility and reputation.

Promote staff for fellowship and prizes fromprestigious societies.Marketing and communication strategy;Host high profile events.Appoint distinguished individuals to honoraryfellowships of Queen Mary.

Placement within the top 150S&E faculties in the world basedon research reputation.

SA1.2SA1.3SA1.4SA1.5SA1.6SA1.10

To improve researchenvironment in all Schools of the Faculty,

Refurbish S&E laboratoriesand offices.Provide space in schools to facilitate researchinteraction between staff.Support, celebrate and reward 4* research.

Refurbishment of Engineering,Mathematics and Physicsbuildings by 2015.

SA1.1SA1.4SA1.5SA1.6SA1.7SA1.8SA1.9SA1.10


Research Strategic Aim 1: To conduct research at the highest standard across a broad intellectual spectrum

Increase research volume and quality in all schools

Be recognised as one of the leading Science and

Engineering faculties in the UK

Faculty targets for this activity: To be ranked within the top 20 in REF in both research quality and power

Improved performance of all UoAs in REF

Invest in areas of strength and distinctiveness

Invest in 4* research.

Reward success

Set research targets and monitor research

performance.

College Strategic Plan KPI’s impacted: SA1.1

Objectives

Outcomes

Enabling Actions

Notes – Faculty research target and research monitoring system in action by end 2011

Improved position in research rankings

Address areas of research

underperformance

Research Strategic Aim 2: To recruit and invest in staff with a record of exceptional achievement or extraordinary potential

Attract the very best international researchers

Appoint and retain outstanding researchers in the Faculty

Faculty targets for this activity: Recruit a minimum of 25 professors and 45 new lecturers by 2015; 75% or more of staff performing 3*/4* research by 2015.

Notes – Faculty research mentoring system in place by end 2011

New appointment of high performing staff

Ensure new academic posts are

appropriately resourced

Effective mentoring system and

performance reward

Rigorous academic appointment

processes in place

College Strategic Plan KPI’s impacted; SA1.6, SA1.7, SA1.8, SA1.9

Objectives

Outcomes

Enabling Actions

Increased % of staff carrying Out 3*/4* research

Research Strategic Aim 3: To sustain our traditional research income and to diversify our research sponsorship

Research aligned to funding body agendas

Faculty targets for this activity: Total research income to increase by 50% by 2015; EU funding to double and industrial income to account for >10% by 2015

Increase grant income from RCUK and EU

Provide matching support for major

funding bids

College Strategic Plan KPI’s impacted: SA1.4, SA1.5.

Objectives

Outcomes

Enabling Actions

Increase funding from industry and commerce

Develop and implement

industry strategy

Work with RSS and QMI; effective horizon scanning

Internal peer review of proposals

Notes – Faculty internal peer review scheme on research proposals in place by end 2011

Increase number, quality and success rate of research proposals

Research Strategic Aim 4: To align research in selected areas with distinctive strengths and develop multi-disciplinary research themes

Identify distinctive research themes

Develop scientific strategies

Faculty targets for this activity: New research institutes/centres in Materials, Bioengineering and Life Sciences

College Strategic Plan KPI’s impacted: SA1.1, SA1.4, SA1.8, SA1.9.

Objectives

Outcomes

Enabling Actions

Identify research theme

champions

Build capacity in key areas of global challenge/priority

Identified research themes in all schools

New multidisciplinary research institutes/centres

Notes – Strategies for Materials and Bioengineering in place by Sept. 2011. Strategy for Life Sciences in place by end of 2011.

Develop organisational structures to facilitate

research themes

Improve cross- disciplinary

working

Staff in agenda setting roles with funding bodies

Research Strategy


Research Strategic Aim 5: To increase research output and impact

Increased number of publications in

prestigious journals

Higher volume of research that leads

to innovation activities

Faculty targets for this activity: >75% of research staff with three 3*/4* publications in REF submission;

50% increase in technology transfer and spinout activities by 2015

Majority of staff with 3*/4* publications

Implement research output monitoring

and reward scheme

Ensure staff submit to journals with

the highest impact

College Strategic Plan KPI’s impacted: SA1.2, SA1.3, SA1.5.

Objectives

Outcomes

Enabling Actions

Notes – Faculty research output monitoring and reward scheme in action by end 2011

Increased activities in research innovation

Faculty workload model to reflect entrepreneurship

contributions

Increase number of plenary invitations to

international conferences

Research Strategic Aim 6: To increase the number and quality of PhD students and their 4 year submission rate

Build partnerships with overseas

institutions

Increase DTCs aligned to research

institutes/centres

Faculty targets for this activity 75% increase in PhD number by 2015; 4 year submission rate at 85% by 2015

College Strategic Plan KPI’s impact: SA1.1, SA1.2, SA1.10

Objectives

Outcomes

Enabling Actions

Build internal DTCs and position them

for RCUK calls


industrial strategy


international strategy

Supervisor and PhD training & monitoring

Larger PhD population and better entrants

qualification

Improved 4 year submission rate

Notes – Faculty PhD progress monitoring system in place by end 2011

Support and monitor PhD progression

Better PhD support and

monitoring system

Grow industrial

sponsorship

Research Strategic Aim 7: To raise the Faculty’s research visibility and reputation

Increase staff self-

confidence

Increase number of staff winning prizes

and fellowships

Faculty targets for this activity: Placement within the top 150 S&E faculties in the world based on research reputation

College Strategic Plan KPI’s impact: SA1.2, SA1.3, SA1.4, SA1.5, SA1.6, SA1.10.

Objectives

Outcomes

Enabling Actions

Promote staff for fellowships and prizes

from prestigious societies

Marketing and communication

strategy

Host high profile events

Appoint distinguished individuals to honorary

fellowships of QM

Increase in appearance of faculty activities in media

Increase in number of staff in position of influence

Notes – Faculty plans to host a minimum of one high profile international conference each year from 2011

Grow international collaborations

Increase visibility of staff at

international events

Research Strategic Aim 8: To improve research environment in all schools of the Faculty

Improve working environment

Create a culture that values research excellence

Faculty Targets for this activity: Refurbishment of Engineering, Mathematics and Physics buildings by 2015

College Strategic Plan KPI’s impact: SA1.1, SA1.4, SA1.5, SA1.6, SA1.7, SA1.8, SA1.9, SA1.10

Objectives

Outcomes

Enabling Actions

Refurbish S&E laboratories and offices

Provide space in schools to facilitate research

interaction between staff

Support, celebrate and reward 4* research

Better S&E buildings to provide good working environment

A research focused atmosphere in all Schools of the Faculty

Facilitate best research

Research Strategy


School of Biological and Chemical Sciences

The School has integrated research inChemistry and Psychology with BiologicalSciences, and sees interdisciplinaryresearch at these boundaries as adistinctive feature of research. Currentareas of strength include syntheticchemistry, structural biology,photosynthesis research, evolutionarygenetics, behavioural biology from anevolutionary prospective, and its links withpsychology. Aquatic ecology is distinctivewithin the UK and the rest of Europe with aclear international reputation. Focus areasfor the School include biodiversity,bioenergy and industrial biotechnologyand subjects underpinning health, and itwill make a strong contribution towards theinitiatives in Materials and Life Sciencesresearch, as well as the Faculty theme ofcomputation and modelling.

School of Electronic Engineering and Computer Science

Queen Mary is one of the top 20 universitiesin the UK for Computer Science andElectronic Engineering, with outstandingresources, including our new, £2M Mediaand Arts Technology Studios, andlaboratories in antennas and augmentedhuman interaction. Areas of research rangefrom mathematical foundations of computingand networking, to applied areas such asrisk assessment and decision support,digital music, and video semantics. TheSchool hosts the RCUK Doctoral TrainingCentre in Media and Arts Technology.

Faculty facts

• We employ around 260 academics and 300 researchassistants and support staff

• We have an annual turnover of £70m, £19m of which is competitively awarded research income.

• We have around 3,900 undergraduates and 650 PhD and Masters students.

• We have three National Teaching Fellows amongst otherawards for innovation in Teaching and Learning.

• We have a national reputation for our work in promotingscience and engineering schools outreach.


The Faculty is divided into five schools:


School of Engineering and Materials Science

The School's research is focused in ourthree internationally recognised researchgroupings: Biomedical Engineering andMaterials, Functional Nano-Materials andModelling and Simulation in EngineeringSystems. Our teaching delivers innovativedegree programmes in design,engineering and materials science; all of which use problem based learningapproaches to put the student at the centreof the learning experience. The School’sinnovative programme of Industrialengagement includes work placements,sponsored research, site visits and guestlecturers together with extensive graduateattribute training to enhance the rigorousdelivery of all our degree programmes.

School of Mathematical Sciences

The School of Mathematical Sciences isundergoing rapid change. We areenhancing the Mathematics ResearchCentre with a three year programme ofrecruitment across Pure and AppliedMathematics and Statistics. Thereconfiguration of the School will occurfollowing the move of the astronomerswithin the School to a new School ofPhysics and Astronomy. The 7 new staffrecruited to Mathematical Sciences in the next few months in the first stage ofrenewal will substantially enhance and/orcomplement already internationally leadinggroups including Combinatorics, Algebraand Group Theory, Statistical Physics andDynamical Systems, Applied Probability,Design of Experiments and ComplexityTheory. It will also allow us to develop our new Masters Programmes which willfurther underpin the financial stability ofMathematical Sciences at QMUL in thisperiod of expansion.

School of Physics

The Faculty’s School of Physics has beenranked jointly 8th best in the UK, (ShanghaiJiaotong index) with close research links to Mathematical Sciences and theAstronomy Unit. Research is concentratedin the Centre for Research in String Theory,building on long-standing expertise, theParticle Physics Research Centre with its work on the Large Hadron Colliderexperiments at CERN and the T2K neutrinoexperiment in Japan, and the new Centrefor Condensed Matter and MaterialsPhysics formed in May 2011 focussing on new techniques in the design and study of local structure in matter.

Faculty of Science and EngineeringExecutive Team

Professor Jeremy Kilburn

Vice-Principal & Executive Dean

Professor Peter McOwan

Dean for Taught ProgrammesProfessor Wen Wang

Dean for Research

Fiona Marsh

Executive Officer

Stuart Harvey

Faculty Administrative OfficerCiara Pinder-Smith

PA to Vice-Principal & Executive Dean

www.qmul.ac.uk/se

Further informationQueen Mary, University of London

Mile End RoadLondon E1 4NS

Tel: +44 (0)20 7882 5555www.qmul.ac.uk

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