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Way Forward for next five years

Vision 2025

What we aim for in the coming few years leading to 2025:
o To be a leader in the development of professionals in the field of hospitality management.
o To train & educate at all levels persons of outstanding abilities who can become future leaders for the hospitality Industry.
o To work closely and proactively with the industry to address the need for highly skilled manpower.
o School of Hospitality & Tourism Studies is dedicated to imparting quality higher education & training in the field of hospitality management to prepare globally competitive managers & professionals for the international hospitality industry.
o To be recognized as one of the leading institutes of higher learning in India within the next 5 years and gain recognition in the global arena.

• Education:
o To continue to pursue excellence in teaching and learning and be a leading research-intensive University and innovate, strengthen and enhance its position in the domestic and international higher education field, especially in the hospitality industry.
o To maintain our current range of qualifications but also to seek to scale up from middle level (undergraduate degree) to higher level (Master's and Doctoral).
o To strongly re-establish, highlight and articulate our practice of emphasizing student learning than academic staff teaching.

• Research
o To place greater stress on preparations for Research by increasing and upgrading academic faculty with international levels of research.
o To significantly add to the investment of time, energy and money to strengthen and undertake more research projects related to the hospitality and service industry.
o To use the strengths of existing research platforms as catalysts to identify and develop an omnipresent research culture and cross-cutting research themes of national, regional & international relevance, to leverage research capacity and impact.
o To devise and implement active recruitment strategies and appropriate academic & financial support to foster the intellectual development of the students. o To create a committee of senior faculty members for the planned increase in the research output.
o To get more and more research papers published in world-renowned citation databases e.g., Scopus, PubMed etc.
o To actively enrol graduate students and create a stimulating environment and study programs as well as mechanisms to ensure their success.
o To imbibe a flexible and differentiated approach to managing the creative tension between teaching and research and the diverse profile of staff in terms of interests, talent, and expertise.

• Learning:
o To develop an inquiry-led curriculum in building the foundation for knowledge, high-level skills, and an attitude to align with the community at large, among the students and researchers.
o To embed a question-based approach in undergraduate teaching and to use assessment as a tool for learning.
o To recognise the diversity of learning styles, experiences and experimentation represented within the student body and to respond in ways that creatively harness innovation.
o To provide multiple learning opportunities in a resource-rich environment in support of teaching & learning and to consider the most effective “blended” learning model to adopt.
o To provide financial aid to deserving students from poor backgrounds.
o To increasingly provide residential accommodation to students.

• Infrastructure
o To fast-track the modernisation of all facilities by adopting the latest technologies for multi-speciality development.
o To digitise all academic and administrative sections.
o To interlink websites and other similar platforms to provide easy and response based virtual infrastructure, which take all urgencies and priorities into consideration and enable quicker delivery practices to students as well as patients.
o To create better connectivity between all departments such as kitchen, bakery, cafeteria, labs and classrooms.
o To restructure the administrative chain of command for better governance and accountability.

• National and International internship and placement
We aspire to international tie-ups and associations to onboard our students in leading properties e.g. Taj, Oberoi, Four Points, Four Seasons, Radisson Blue, JW Marriott as well as international properties e.g., CTH, University College Birmingham, Les Roches, Le Cordon Bleu etc.

• International Faculty Development Programs
We aspire to keep our faculties updated with the latest global trends in academics and industry-related know-how.

• Student Exchange Programs:
The D Y Patil University has an active International student cell that caters to the needs of foreign students from various countries. The University has always been welcoming towards students aspiring for world-class education which we believe is our forte. Evolving as a leader in higher education, we have customized the admission procedure, fee structure and all allied services for foreign students. This attracts foreign students who take up the benefit of an array of programs across nine different disciplines to choose from.
Our goal is to encourage students from all over the world to join us in their professional academic voyage and become scholars in their respective fields. During this journey, we ensure to respect their culture and traditions and amalgamate them with our country’s rich traditions and heritage Students from foreign countries are generally admitted at the beginning of the academic session. However, exchange programs with foreign Universities see admission via MoU’S or special collaborations.

• Ranking upgrade:
We strive to exceed the expectations of our internal and external stakeholders by bagging the following positions:
• 1st in Maharashtra for the 5th time by GHRDC in 2021
• 1st in All India Ranking by India Today in 2021
• 1st in All India Ranking by Outlook in 2021
• 1st in All India Ranking by The Week in 2021