Over the course of the audit Internationalisation of Universities 2010/11 carried out by the German Rector's Conference (HRK) and the re-audit 2015–18, nine major internationalization goals were determined. In compliance with the fields of activity defined for Universität Hamburg's internationalization strategy, these objectives are divided into altogether 75 central and more than 40 individual measures within the faculties. Our 9 paramount goals comprise:

• consolidating central controlling, e.g., through establishing international affairs as a comprehensive task and encouraging applications for programs funded by the Alexander von Humboldt Foundation and the German Academic Exchange Service (DAAD);
• increasing the number of international staff with a particular focus on academic searches;
• internationalizing studies and teaching  by boosting the mobility of students, teaching and administrative staff: Internationalisation@Home;
• internationalizing research and technology transfer (continuing the successful EU-Strategy);
• internationalizing support (better advising for prospective international students; implementation of a support network, including comprehensive Buddy Programs, #UHHhilft, etc);
• establishing a network of university cooperations (concept for strategic partnerships, e.g., the trilateral partnership with Macquarie University, Australia, and Fudan University, China);
• improving data management (developing new business processes for collecting data relevant to internationalization);
• enhancing internal communication (especially the information flow between the various organizational levels);
• making internationalization more visible and improving external communication (i.e., establishing an information network, participating in conventions, new cross media appearances).

The University understands internationalization as a cross-sectional task—taking into account all status groups ranging from teaching staff, researchers, and students to administrative and technical staff as well as visiting staff.  Succesful internationalization forms the roof undergirded by the three pillars of the University: research, teaching, educating and forming—a foundation enabling us to distinguish ourselves and make a mark across the world.

The first phase of the audit focused on strenthening the internal structures for developing our strategy.  Already, we have realized more than 100 individual measures, which we can now pursue and further enhance as part of our daily routine. The second phase—the re-audit (2015–18)—has a primary focus on internationalizing the faculties with the aim to establish a fruitful and sustainable  international environment and culture across all University levels.