Main goal: By creating opportunities for young people to study at our University and in prestigious higher education institutions of foreign countries, they will ensure the sustainable development of the Republic of Azerbaijan and respond to global challenges, who will flexibly adopt new technologies, acquire practical knowledge and skills, and meet the requirements of the modern and future labor market. It consists of preparing responsive, competitive and highly qualified professional personnel.

Strategic goal-1. To prepare a qualified specialist who is competitive in the labor market, competent, responsible, who knows his profession in depth, who is able to perform effectively at the level of world standards in his specialty in the conditions of the market economy, and who is able to constantly increase the level of professional training;
Strategic goal-2. To become a competitive and high-quality higher education institution, to meet the society’s need for professional staff with knowledge, skills and competences in priority areas;

Strategic goal-3. To achieve scientific researchers who combine fundamental economic, social and engineering-technological knowledge; Creation of a new system that ensures constant improvement of the level of professionalism of educators;

Strategic goal-4. Forming graduates as professional specialists using innovative teaching-learning technologies based on modern research;

Strategic goal-5. To train young business professionals with high potential, critical thinking and analytical intelligence, the ability to independently conduct various researches and, most importantly, patriotic feelings.

Strategic goal-6. Attracting foreign students to the university, achieving the expansion of high international cooperation by conducting student-teacher exchange and joint scientific research;

Strategic goal-7. To achieve a more flexible and efficient management system of the University;

Strategic goal-8. Development of innovative training, evaluation methodology and resources that take into account the individual characteristics of learners aimed at the development of thinking and personality;

Strategic goal-9. Determining the development stages of the state policy in order to increase the reputation of the teaching profession;

Strategic goal-10. Creation of result-oriented and transparent management model in educational institutions.

Strategic goal-11. Creation of a new system for ensuring the quality of education

Strategic goal-12. Stimulation of talented young people, as well as promising young specialists with high intellectual level and managerial qualities, by receiving master’s and doctoral studies in prestigious higher education institutions of our country and foreign countries;

Strategic goal-13. Modernization of library activities to meet the demand for lifelong education, expansion of opportunities to use digital educational resources.

Strategic goal-14.To create possible conditions for talented young people to acquire modern skills and direct them to educational programs in prestigious foreign higher education institutions.


Directions of activity:
AKU carries out educational programs, scientific projects, as well as promising educational services in the field of economic, social and engineering-technological sciences.
Specialist training is conducted at the university in 22 specialties at the undergraduate level, 14 specialties at the master’s level, including 25 specializations and 12 specializations under the MBA program;
The student contingent at the university is 3521 people. Among them, 88 people study at the bachelor’s level, including 2556 full-time students, and 289 people at the master’s level;
305 full-time faculty members are engaged in staff training at AKU, of which 156 or more than 50 percent have a scientific degree or scientific title. Doctor of sciences, professor – 6 people. AKU has 8 faculties, 21 departments, “Correspondence”, “Doctoral course” and “Master’s course” departments. The university has 2 educational buildings with a total area of 6940 sq.m., canteen, sports ground and hall, medical center, library, modern conference and reading hall. At AKU, a project for the nomination of the student, teacher, dean, head of the department of the year is implemented, and excellent students are exempted from tuition fees and given a scholarship.
The university provides educational services for undergraduate, graduate (including MBA), doctoral and additional education programs of higher education, as well as secondary education. Currently, AKU offers full-time and part-time education in Azerbaijani and Russian languages. Based on the “E-university” project, the teaching process at AKU has been partially electronicized. At the same time, it has a modern library and a reading room equipped with enough ICT tools.
Student exchange programs are implemented at the university in cooperation with prestigious foreign universities, and at the same time, work is being done in the direction of internationalization of scientific, educational and industrial relations.
In order to improve the quality of education, AKU continuously pays special attention to the improvement of curricula and programs, the use of modern innovative technologies in teaching, and the improvement of the professional skills of professors and teachers.

Scientific research works are carried out in 2 directions at AKU. In the university’s doctoral program, 24 people are trained in the Doctor of Philosophy and 4 Doctor of Science programs in 4 specialties, and the dissertation defense council operates for both programs.
Scientific researches at the university are carried out in specialized departments and teaching-research laboratories. There is a scientific-practical journal of the university “Kooperasiya”. In order to stimulate scientific research, AKU applies a system of incentive wages (production of monographs, textbooks, textbooks) and a reward system for publishing articles in prestigious journals.
In recent years, the number of works of AKU scientists published in publications included in prestigious scientific databases such as “Web of Science”, “Scorus” is increasing rapidly.
AKU attaches great importance to the improvement of the research infrastructure, the publication of scientific works in prestigious publications, the implementation of scientific-research grant projects, the development of master’s and doctoral studies, and the protection of intellectual property rights in order to increase the scientific-research potential of the faculty and young researchers.

International cooperation
AKU, as a science and educational institution that provides programs based on international education and training models, with wide cooperation opportunities, within the framework of the Erasmus + exchange program in European universities, higher education institutions in Turkey, Germany, Spain, Romania closely cooperates with Thanks to this cooperation, student exchange has intensified in recent years.
AKU makes it possible to regularly review programs of academic cooperation relations with various universities around the world, to improve teaching and learning methodology, and to internationalize academic staff and students through exchange programs and double degree projects (Erasmus+ exchange program).

Social service
At AKU, Student Scientific Society, Student-Youth Organization, Student Trade Union Committee and other student organizations implement a large number of different social responsibility projects every year. Students who want to benefit from education can establish close cooperation relations with the university in professional career development.

Inclusive education center
Periodically implements events and projects in order to integrate students with disabilities into society and create equal educational opportunities for them.

Career center
●To take steps towards the integration of AKU into the world higher education space, to create a database of graduates, to attract young personnel.
●Establishing cooperation with graduates who have studied abroad and returned to our country.
Taking into account the requirements of the modern labor market, to regularly hold seminars with graduates, organize meetings with them in the regions, conduct surveys and work for the career development of graduates.
●Increasing the knowledge and skills of the university’s teaching staff and students, as well as organizing trainings and establishing relations with international organizations in the direction of improving their knowledge in their specialties.
●Strengthening relations with the business world and providing assistance in the preparation of CVs, recommendations and business letters.


Human resources
Most of the scientists in the science and education system of Azerbaijan work at AKU. In recent years, dozens of young people have been involved in pedagogical work and academic positions – (faculty dean, chair, department and department head). The university attaches special importance to improving the professional skills of employees, and for this purpose, various seminars, trainings, winter and summer schools are organized throughout the year.

Information resources
The website of AKU is available at This page, which has rich information resources, is widely used by both internal and external users of the university.
The teaching corps of the university is provided with broadband internet, the applied “E-university” and “E-document circulation” systems made it possible to basically electronicize the entire educational process and document circulation.

Financial resources
AKU’s financial resources are formed from three main sources – tuition fees paid by the state for state-ordered students, tuition fees paid by fee-paying students and other sources provided by the Law.

AKU has 2 educational buildings, canteens, a sports field and hall, as well as modern conference and assembly halls located in Baku.


AKU’s strategic development plan is a term that creates a vision for the future based on the current situation, missions and main principles of the structural units and follows this vision with goals and measurable indicators. For this reason, when creating the working commission that prepared the “Strategic Development Plan” for the future of the university, it was ensured that all structures – interested parties were represented and that the experiences of relevant experts were used in this process. A wide range of stakeholders representing education, science, quality assurance and international relations, human resources and internal control, faculty deans, department heads, teachers’ and students’ trade unions, other departments and structural units participated in the process of preparing the “SIP” of AKU. . As a result, “Strategic Development Plan of AKU for 2021-2025” was prepared.
In the “Strategic analysis” of AKU, the analysis of the internal and external environmental factors affecting its activity and the opportunities and threats (threats) arising from this analysis were defined. Economic conditions, global competition, demographic and technological trends, and changes in legislation were first taken into account in the analysis process. As an internal factor, management in the University, work style and culture of the head, availability of resources, structure, technical and information systems (bases), potential of employees, etc. such factors are taken as a basis.
The studies first started by revealing the current general situation of the university, which was conducted for a thorough analysis. During the analysis, the institutional history of the university, the evaluation of the strategic plan for 2015-2020, the study of legislative documents, the determination of action directions, the stakeholder component, the analysis of the higher education sector – SWOT, PEST – analysis were included in the strategic planning.

SWOT Analysis


PEST (PESTEL) Analysis. This analysis covers the external factors influencing the construction of AKU’s strategy.

●Possible changes in education legislation and policy;
●The impact of social and political processes on the flow of foreign students;
●Changes in requirements for higher education institutions;
● Changing the requirements for pedagogical and scientific activity.

The second Karabakh war and the negative impact of the Pandemic (COVID-19) on education in the country;
● Changes in the value of resources; e.g. wages, services, supplies
●Changes in the number of students;
● Increased demand of the labor market as a result of economic development;

●The increase in the number of elderly people among the population;
●Emergence of new demands in health and social spheres;
● Increasing interest in higher education in society;
●The rate of change of trends;
● An increase in the state’s demand for pensions and other social expenses;
●Possibility of the university’s reputation decreasing;
●Increasing mobility and diversity of society;
●Change of workplace of specialized employees;
●Demographic changes;
● Availability of information/ flow of information;
●Social and cultural trends;

●Wide communication opportunities and social networking determine the future and modern requirements;
●Transition to alternative forms of education in education;
●Cyber security;
●Frequency of updating technical equipment and programs;
●Adaptation of professor-teacher and technical staff to technological innovations;


The main values of AKU
are based on democracy, equal value of people, human rights and freedoms, free and open discussions in accordance with the world education system.

In order to increase the quality of education and benefit from international experience, expand relations with foreign universities, join bilateral and multilateral projects with world universities, create opportunities for academic mobility.

Public trust
To benefit from scientific, theoretical and fundamental knowledge bases available in the world, while observing academic ethics and protecting copyright.

In order to adapt to the needs and demands of modern society, enrich the educational process with innovations, widely use information technologies, be aware of innovations in the media and increase information literacy.

Critical thinking, evaluating critical thinking and independent action.

To use different methods and methods in accordance with the circumstances, to immediately eliminate the problems that have arisen, to maintain and develop the continuity of education.


Strategic goal – 1. Strengthening the position of AKU as one of the leading universities of Azerbaijan.
Strategic activities:
●On the basis of regular monitoring of educational programs under the internal quality assurance system, detection of strengths and weaknesses, measurement of risks, as well as prediction of development directions;
●Improvement of subject programs and syllabuses in the direction of student orientation;
●Determining elective subjects based on international examples and improving the selection mechanism;
●Increasing the role of departments in the preparation of educational plans;
●Expanding relations with secondary schools, implementation of measures to attract applicants with high intelligence to the university;
●Providing support to events held to inculcate the necessary knowledge and skills (foreign language skills, analytical and empirical analysis skills, critical thinking and problem-solving thinking, high academic writing skills, ICT use skills, leadership and teamwork skills);< br> ●Improving the material and technical base of the teaching-research laboratory and departments for the implementation of educational programs and scientific research;

Strategic goal – 2. Ensuring adaptation and internationalization of teaching to the requirements of modern times.
2.1. Strategic activities.
●Continue work on dual diploma projects;
● Increasing the number of partner universities within the Erasmus+ project;
●Reducing the number of students per teacher to international standards (1/16 ratio);
●Ensuring more active participation in European Union projects;
●Development of relations with foreign universities according to AKU’s teaching profile;
● Achieving the involvement of foreign students in education, preparation of a program for familiarizing them with the country, and expansion of dormitory facilities for them;
●Reduction of active teaching loads of teachers;

Strategic goal – 3. Increasing scientific activity
3.1. Strategic activities.
●Development of a mechanism that encourages the publication of the scientific works of the professor-teaching staff in prestigious foreign journals;
● Preparation of the mechanism of promotion of scientific works;
●Preparation of curricula based on modern master’s education programs, their adaptation to world and advanced practice, involvement of master’s and doctoral students in scientific research at the university;
● Preparation of grant programs in the field of science, supporting the participation of professors and teaching staff in trainings in different countries within the framework of grant projects;
●Organization and holding of international scientific conferences and other events together with foreign universities;
●The university’s support for the publication of scientific research and teaching-methodical works;
●Protecting copyright and continuing the fight against plagiarism;

Strategic goal – 4. To constantly improve the educational process at a level that will allow students to develop the necessary knowledge and skills.
4.1. Strategic activities.
●Increasing the number of elective subjects in the curriculum;
●Ensuring more effective and efficient conduct of subjects in all specialties;
●Ensure adaptation of newly admitted students to the university;
●Development of students’ academic writing and speaking skills;
●Adaptation of foreign language teaching to progressive world experience;
● Expanding the involvement of students in international exchange programs;
●Improving students’ ability to use modern computer software packages;
● Expanding the use of innovative training methods;
●Improving the organization of students’ experiences;
●Improving teaching information provision, especially developing educational resources in the Azerbaijani language;
Strategic goal – 5. Social welfare and career opportunities of graduates
5.1. Strategic activities.
●Involvement of Student Scientific Society, Student Youth Organization, Student Trade Union Organization operating in the university in various social projects;
● Increasing the number and diversity of students’ social projects;
●Performing events and projects from time to time in order to integrate students with disabilities into society, create equal educational opportunities for them, related to inclusive education;
●Conducting educational activities within the framework of cooperation with NGOs regarding separate social problems;
●Improving the mechanism of contact with graduates / Career center / Job opportunities for university graduates;

Strategic goal – 6. Improvement of the management system of the university
6.1. Strategic activities.
●Ensuring transition to paperless electronic document circulation;
●Stimulation of education;
● Development and implementation of the system for determining the training needs of the professor-teaching staff;
●Creation of modern and optimal working conditions structure of faculty, department, department and other structural units according to the requirements of the time;
● Development and implementation of the mechanism for rewarding students and teachers who have achieved significant success in the field of scientific research and education (motivation mechanism);
● Development and implementation of the system for determining the training needs of professors and teachers;
●Creation of modern and optimal working conditions structure of faculty, department, department and other structural units according to the requirements of the time;
● Development and implementation of the mechanism for rewarding students and teachers who have achieved significant success in the field of scientific research and education (motivation mechanism);
● Organization of the involvement of professor-teachers and teaching-assistant staff in professional development (in domestic and foreign universities) in accordance with modern ICT requirements;
Strategic goal – 7. Digitization and modernization of material and technical base.
7.1. Strategic activities.
●Development and implementation of the concept of activity of the electronic university;
●Creation of the electronic student database of the University for effective management of the educational process;
●Establishment of personal offices of educators/students;
● Considering the number of students at the university, increasing the number of computers, auditoriums equipped with interactive boards, creating rooms equipped with audio materials;
●Improving the web page and placing information on the web page that may be necessary for students (syllabus, lesson schedule, curriculum, etc.);
●Renovation of the library fund, development of the electronic library and its transformation into a modern library-information-resource center;
● Increasing the number of computer zones for students;
● Expanding the possibilities of using information technologies, as well as the Internet.
Strategic goal – 8. Creating a transparent and objective educational environment at the university, improving the quality of education, ensuring innovation and modernity, studying advanced international experience.
Strategic goal – 9. To achieve further development of distance education technologies that have proved themselves during the pandemic.
Strategic goal – 10. Creation of public-management structures in the university.
Strategic goal – 11. Using modern stimulation methods to improve the quality of education.
Strategic goal – 12. Preparation of the project of an additional educational-dormitory building for the university.
Strategic goal – 13. Preparation for the creation of an electronic library network at the university.
Strategic goal – 14. Implementation of a financing mechanism based on the cost per education in the university.


AKU’s intended strategic development strategy will be implemented with its own internal financial resources, expected grants and financial support from sponsors.

Monitoring and evaluation
AKU’s “Quality Assurance” department will prepare a plan of actions to control the implementation of the University’s strategic development plan, and from 2021, it will continuously monitor and evaluate the achievement of the goals stated in AKU’s “Strategic Development Plan”. , will take measures to eliminate the problems and report to the relevant structures.