Mission and vision

I. INTRODUCTION TO FACULTY OF TELECOMMUNICATIONS 1

1. Functions and Duties

Faculty of Telecommunications 1 is an academic department under the Posts and Telecommunications Institute of Technology (PTIT) responsible for education, training, and scientific research in electronic communications and related disciplines (pursuant to Decision No. 39/QD-HV dated January 11, 2026 by the President of PTIT).

The Faculty’s responsibilities include developing and improving academic curricula; managing and organizing undergraduate and postgraduate training programs; formulating institutional development projects; compiling lectures, textbooks, and instructional materials; planning and executing scientific research, technology transfer, and domestic/international partnerships; cultivating academic staff; and implementing institutional development strategies to fulfill national demands for high-quality human resources in key strategic technologies.

2. Organizational Structure

Faculty of Telecommunications 1 is organized under a modern university governance framework, comprising the Faculty Deanship, Faculty Office, Faculty Academic Council, academic divisions (departments), and student cohorts to maintain close synergy between training, research, and industry collaboration. The specialized academic divisions currently comprise:

• Division of Telecommunication Networks
• Division of Wireless Communications
• Division of Signals and Systems
• Division of Data Engineering

Furthermore, the Faculty fosters specialized research groups, advanced laboratories, and an extensive collaboration network with enterprises, research institutes, and universities worldwide to advance research, innovation, and technology transfer.

3. Scale of Operations

Faculty of Telecommunications 1 is a key academic and research pillar of PTIT in electronics, telecommunications, digital infrastructure, and data engineering, delivering degree programs across all three tiers: Bachelor’s, Master’s, and Doctorate (Ph.D.).

Its core operations integrate academic education, scientific research, innovation, technology transfer, and international cooperation. Programs are application-oriented, industry-integrated, and updated with emerging technological frontiers including next-generation mobile networks (5G/6G), Internet of Things (IoT), satellite communications, optical communications, artificial intelligence in next-generation networks, data engineering, and other national strategic technologies.

The Faculty possesses a distinguished faculty body, with many scholars educated abroad who lead national and ministry-level scientific research projects, publish in world-renowned scientific journals, and collaborate closely with leading high-tech enterprises.

4. Achievements and Foundation (Period 2021–2025)

The 2021–2025 period marked substantial progress across all domains, creating a robust launchpad for the 2026–2030 Development Strategy with a Vision to 2045:

• Modernization of Educational Programs: Maintained an enrollment scale of approximately 500 students/year across undergraduate, master’s, and doctoral levels (2 undergraduate, 1 master’s, and 1 doctoral programs). Pioneered the Data Engineering program and benchmarked curricula against international standards. Post-graduation employment rate reached approximately 86%.
• Scientific Research, Innovation & Transfer: Chaired and participated in 03 national-level and 20 ministry-level research projects; published approximately 200 papers indexed in WoS/Scopus. Core research domains: 5G/6G, optical communications, satellite networks, IoT, quantum communications, signal processing, AI in networking, and data engineering.
• Enterprise Partnerships & Global Integration: Maintained regular partnerships with 15 corporations and 05 international universities and research institutes; developed 04 collaborative research laboratories with industry partners.
• Faculty Development & Academic Environment: Grew to 32 full-time faculty members by 2025, with 66.7% holding doctoral degrees, including 07 Associate Professors.
• Strategic Role within the Institute: Affirmed its position as the core academic unit of PTIT leading national human resource development in digital infrastructure, communication technologies, and data engineering.

II. CONTEXT

The world is entering a transformative era driven by Artificial Intelligence (AI), next-generation communication networks (5G/6G), Internet of Things (IoT), quantum communications, satellite communications, intelligent robotics, Big Data, edge computing, cloud computing, and autonomous systems. Telecommunications infrastructure is fundamentally shifting from traditional connectivity models to an intelligent, open, automated digital infrastructure integrating terrestrial, non-terrestrial, satellite, and computational networks.

Vietnam has established science, technology, innovation, and digital transformation as the primary engines of national development. The national Strategic Technology List places next-generation mobile networks (5G/6G), quantum communications, aerospace technology, AI, semiconductors, and IoT at the center—areas matching the core competencies of the Faculty.

Within PTIT’s vision, the Institute is planned by the Government as a national key higher education institution in technology and engineering, selected as one of 13 leading universities hosting Centers for Excellence and Talent Training, and mandated to lead the nation in 5G/6G next-generation telecommunications, cybersecurity, and multimedia technologies.

III. SITUATIONAL ANALYSIS (SWOT)

VII. OBJECTIVES & STRATEGIC PILLARS

1. General Objective

To develop Faculty of Telecommunications 1 into the core academic powerhouse of PTIT in education, research, innovation, and technology transfer in digital infrastructure, communication technologies, and data engineering; pioneering next-generation telecommunications and strategic technologies; contributing to establishing PTIT as a premier new-generation digital technology university in Vietnam and the region.

2. Specific Targets by 2030

• Education: Establish at least 02 high-quality or elite honors programs; 100% of academic programs updated with AI and strategic technologies; graduate employment rate exceeding 95%.
• Research & Technology Transfer: Form 03–05 prominent research groups; operate 02 specialized laboratories; substantially expand patents and commercialized technologies.
• Faculty & Infrastructure: Over 80% of academic staff holding doctoral degrees; develop shared advanced laboratories and high-performance computing clusters connected with industry.
• Internationalization: Establish 10 strategic international partnerships; implement 01 international joint training/research program; conduct regular academic exchanges.

3. Five Strategic Pillars

1. Pillar 1: Pioneering Education in Digital Infrastructure & Communications: Internationally standardized, AI-integrated, and learner-centered.
2. Pillar 2: Research Excellence and Innovation: Robust research groups, advanced labs, interdisciplinary and applied studies with high commercial value.
3. Pillar 3: Enterprise Partnerships & Tech Ecosystem: Co-developing curricula, enterprise-sponsored labs, and student startup incubation.
4. Pillar 4: Internationalization & Academic Distinction: High-impact publications, global faculty/student mobility, and joint international laboratories.
5. Pillar 5: Modern Governance & Sustainable Development: Data-driven management, digital operations, and diversified financial resources.

4. Seven Priority Technical Areas

VIII. IMPLEMENTATION SOLUTIONS

2. Specific Action Solutions

• Curriculum Innovation: Align programs with international standards; integrate AI, big data, and cloud computing; develop project-based and research-driven learning.
• Research & Technology Commercialization: Establish cross-disciplinary research teams; accelerate patent filings, spinoffs, and university-industry co-development.
• Faculty Development: Recruit top-tier overseas scholars and industry experts; sponsor faculty for sabbatical and doctoral programs at elite world universities.
• Modernization of Research Infrastructure: Build specialized labs for 6G, Open RAN, NTN, and AI-native networks alongside high-performance digital simulation testbeds.
• Comprehensive Digital Transformation: Deploy digital learning resources, virtual labs, digital question banks, and AI-powered academic and administrative tools.
• Industry Partnerships & Internationalization: Involve corporate leaders in co-teaching and thesis mentoring; initiate dual-degree and student exchange programs.
• Modern Governance & Quality Assurance: Implement KPI-driven management, transparent governance, and continuous quality improvement based on ABET/AUN-QA benchmarks.
• Resource Mobilization: Diversify funding via competitive national research grants, corporate sponsorships, alumni endowments, and public-private partnerships.

IX. STRATEGIC KEY PERFORMANCE INDICATORS (KPIs)

X. ORGANIZATION OF IMPLEMENTATION

1. Implementation Principles

The Development Strategy of Faculty of Telecommunications 1 for 2026–2030, with a Vision to 2045 serves as the comprehensive strategic foundation for formulating medium-term and annual action plans. Execution adheres strictly to PTIT’s overall Master Strategy, aligns with national development orientations, and maintains a steadfast focus on quality and tangible impact.

2. Allocation of Responsibilities

• Faculty Deanship: Leads, directs, and supervises the execution of the Strategy; develops the 2026–2030 Action Plan and annual operating targets; mobilizes resources and reports progress to the Institute.
• Academic Divisions (Departments): Translate strategic objectives into department-level work plans; continuously update curricula; foster research teams; and cultivate industry and academic ties.
• Faculty Members and Students: Faculty serve as the core agents driving teaching innovation and high-impact research. Students and scholars remain at the center, actively participating in research projects, entrepreneurial initiatives, and global exchanges.

3. Resource Mobilization

Proactively optimize and mobilize capital from PTIT allocations, government research grants, foreign institutional partnerships, corporate collaborations, and socialized foundations. Priority is placed on faculty recruitment, specialized lab equipment, and high-performance computing infrastructure.

4. Monitoring, Evaluation and Review

Strategic progress is evaluated annually against the KPI framework, with a formal Mid-term Review in 2028 and a Comprehensive Summative Review in 2030.

APPENDICES

Appendix 1: Key Priority Programs and Projects

Appendix 2: Strategic Implementation Roadmap