Budget 2026: from recovery to a sustainable course

In the coming week, the University Council will discuss the 2026 budget of the University of Twente with the Executive Board. After several years of negative results and significant financial measures, the 2026 budget is balanced once again. This marks an important milestone and demonstrates what can be achieved through shared focus and discipline.

We are not there yet. The recovery has begun, and the direction is set. Now the next phase starts. The uncertainties we face, such as pressure on student numbers, national government funding, and external economic and societal factors, will continue for some time. This makes it essential that we are able to adjust quickly whenever financial circumstances require it. As a university, we are on our way toward long-term financial health, but we have not yet reached that goal.

The budget does create space to look ahead and to invest purposefully in impact: in education, research, and our strategic ambitions. In the coming years, we will continue to steer towards a structurally balanced budget. We will do so based on the new institutional plan, which is currently being developed and will serve as our compass for sustainable decisions and future investments as of mid-? 2026.

On track in 2026, choices needed for the years beyond

The UT’s total budget consists of the national government contribution for education and research, tuition fees, income from third-party projects and contract work, and other revenues. For 2026, total revenues are projected at €509.7 million, compared to €504.7 million in total expenses. This results in a projected surplus of €5.0 million (1.4% of the first-stream funding). This represents an improvement over previous multi-year projections; in the earlier budget, the result for 2026 was estimated at zero.

After 2026, however, expected revenues decline. Without timely adjustments, this would lead to new deficits from 2028 onwards — ranging from €0.6 million in 2028 to €3.3 million in 2030. Because 2028 is still some years away, we have the room to make the right decisions at the right moment, ensuring we stay ahead of this development.

Continuing the course we have set

The budget builds on the developments initiated through the Reinventing the UT programme, monitored by the Strategic Board. In 2026, this strategic agenda will be further translated into concrete actions across education, research, infrastructure and support services. We are choosing to invest in areas that reflect our strategic priorities, not only at the level of the university as a whole, but also within our individual faculties, institutes and service units.

To enable financial recovery, the UT has also taken short-term measures in recent years. These measures remain necessary to strengthen our financial resilience. Periodically, we will assess whether such measures can be responsibly phased out — but only if sufficient long-term and sustainable solutions are secured.

Vital units as the foundation

In recent years, the UT implemented significant reorganisations within the ITC and TNW faculties. These decisions were necessary to keep not only the university as a whole, but also its individual units financially healthy and future-proof. After all, the UT is more than the sum of its parts: a strong university depends on vital, stable and well-functioning faculties, institutes and service departments.

Moving forward together

With this budget, the UT marks its transition from financial recovery to a sustainable long-term course, in which realism and ambition go hand in hand. In the years ahead, the university will continue to fulfil its societal role as an international and regionally embedded institution, maintaining strong connections with society and industry, and delivering impactful education, research and valorisation.

In the coming years, it is important that we continue to critically reflect on what we do — with attention to one another, to workload, and to a healthy balance. We must remain open to change and willing to work differently where needed. Only then can we ensure that operating with less does not translate into doing the same with fewer people, but into developing smarter, more sustainable and more effective ways of working.

Together, we move forward: with realism, ambition and determination to keep the UT strong for the future.