KHU President Kim Jin-sang

On June 2, Kyung Hee University (KHU) President Kim Jin-sang sat down for an interview with the University’s four media outlets: The University Life, Daehak Jubo, V.O.U. Seoul branch, and V.O.U. Global branch. In his third year as president, he reflected on the University’s recent progress and discussed the challenges and goals that remain for the rest of his term.

You are now in the third year of your presidency. Looking back, how would you describe the past two years?

The past two years have been a period of rebuilding the foundation for Kyung Hee’s future by reorganizing systems across research, education, personnel, finance, and infrastructure. We have achieved meaningful progress, including improvements in global university rankings, the recruitment of outstanding faculty, major national research grants, and the introduction of AI-based infrastructure. However, it would be difficult to say that these changes have yet translated into outcomes that students and staff can fully experience in their daily lives.

During this process, we confirmed that a university can only strengthen its competitiveness when research, education, and administration operate under a unified strategy. If the past two years were about proving our potential, the next stage is about delivering tangible results. Building on the foundation we have established, we will demonstrate KHU’s progress through clear and measurable achievements.

The influence of AI on higher education continues to grow. Although you previously emphasized AI-driven educational innovation, many students feel its impact has not yet been fully realized. What direction is this initiative taking?

The reason AI-driven educational innovation may not yet feel visible is that we are not simply expanding a few programs. We are in the middle of a broader transition that aims to transform how the University operates. Beginning in 2026, KHU will fully pursue its transition to an “AI-native university,” integrating AI into education, research, and administration.

To achieve this, we are expanding AI education across both general and major-specific curricula while introducing generative AI tools, AI tutors, and personalized learning support systems. Platforms such as ChatKHU and Grow-KHU are also being developed to connect learning, career, and achievement data and provide customized support for students.

Ultimately, our goal is not only to improve students’ AI literacy, but also to create a learner-centered ecosystem in which students can ask questions, design their own learning paths, and grow into “Master Learners.”

How is the University addressing student concerns about the lack of infrastructure and guidance surrounding the mandatory multi-major system?

The University takes students’ concerns regarding the mandatory multi-major system very seriously. It is natural for students to feel uncertain when a new system is introduced, and we believe it is the University’s responsibility to reduce that uncertainty and ensure a smooth transition.

The purpose of the system is not to increase students’ burdens, but to help them develop broader career opportunities and interdisciplinary competencies in a rapidly changing society. Students are not limited to pursuing a second major but they may also choose a minor or a micro-degree depending on their academic and career goals.

The University also plans to strengthen academic advising and student support systems. We also plan to respond to high-demand courses through additional class sections and enrollment adjustments. Student feedback will continue to be reflected as the system evolves.

Some members of the University community have expressed concerns that the original mission of Humanitas College is fading and that administrative and financial support has weakened. How do you view its current status and future direction?

I do not believe the founding vision or identity of Humanitas College has been weakened. Since its establishment, Humanitas College has served as a core pillar of Kyung Hee’s educational philosophy, grounded in the vision of fostering better individuals and a better world.

At the same time, the era of AI, digital transformation, and interdisciplinary convergence requires Humanitas College to redefine its role. What is needed is not a weakening of Humanitas, but its evolution. Its fundamental mission—teaching students how to think, question, and reflect—has become even more important.

Going forward, we will preserve its strengths in critical thinking and global citizenship education while strengthening competencies that are increasingly essential in the AI era, including literacy, creativity, ethical reasoning, and human-centered judgment. We will continue to support these goals through innovations in teaching, assessment, and institutional investment.

What is the current status of the Engineering Annex Building project, and how will the University address ongoing space shortages?

The Engineering Annex Building project is currently in the bidding stage, with construction expected to begin in July. The University aims to complete the project by December 2027.

The project is more than a simple expansion of facilities. It is intended to become a future-oriented hub for education and research, featuring not only classrooms but also collaborative learning areas, discussion spaces, and community facilities that will enhance the academic environment.

At the same time, space shortages cannot be solved through new construction alone. The University is improving space management systems, renovating existing facilities, and exploring the use of external spaces. In the longer term, projects such as the Engineering Annex Building and the second phase of Space 21 will help expand educational and research facilities across both campuses.

What is your position on University finances and tuition issues?

The most significant change over the past three years has been viewing University finances not simply as a matter of management, but as a strategic asset essential to future competitiveness. Although our financial scale has grown, further advancement is necessary when compared with leading peer institutions.

To achieve this, we are working to diversify revenue sources beyond tuition by strengthening partnerships with governments, corporations, local authorities, and global partners. At the same time, we are making more strategic investments in areas with strong future growth potential while improving operational efficiency.

Tuition issues should also move beyond the cycle of recurring conflict. We need objective and predictable standards, developed through sufficient communication with students. Transparency in financial management and spending will remain a priority to strengthen trust within the KHU community.

KHU’s NCSI ranking has declined, and many students say there are “many policies but little visible impact.” How do you respond to this criticism?

I believe this criticism points to a fundamental issue. What matters is not the number of policies implemented, but whether students actually experience meaningful improvements in their daily university lives.

To address this, we will regularly analyze satisfaction survey results and ensure that findings lead to concrete policy changes. We also plan to strengthen personalized support systems for learning, career development, and competency building so that students receive assistance tailored to their needs.

In addition, students should not be viewed simply as recipients of policy, but as active participants in shaping it. We will expand opportunities for student involvement in policy design and evaluation while responding more quickly to issues related to education and campus life.

What are your key goals for the remainder of your term, and what message would you like to share with the KHU community?

The remainder of my term will be a period in which the University must translate the foundation it has built into tangible results. My priority is to establish a student-centered system for education and support while advancing KHU toward becoming a world-class research university.

We will accelerate AI-driven educational innovation, interdisciplinary education, and internationalization, while strengthening our research capacity and global impact. At the same time, we will continue investing in infrastructure, finance, and digital transformation to build the foundation of a future-oriented university.

However, meaningful change cannot be achieved by the administration alone. KHU can make a greater leap forward only when faculty, staff, and students all take an active role in shaping its future. Ultimately, our goal is to create a university that every member of the community can take pride in.