Dear Friends,

It has now been nearly three difficult years here in Israel, including both the actual fighting that occurred since October 7th, and the fierce tribal disputes that preceded it and have sadly continued throughout. I am proud to say that we at Bar-Ilan have navigated this period in an exemplary way. At times, up to a quarter of our students were in reserve duty, yet we developed creative solutions to ensure that they were not left behind. We succeeded in keeping the disagreements within society outside our university’s walls. And we demonstrated mutual respect and a commitment to civil discourse, while keeping our focus on our mission of academic excellence and groundbreaking research. Indeed, our receipt of the 2025 Minister of Defense’s Award of Recognition for our efforts on behalf of reservists reflects an understanding of education and research that is inseparable from social and national responsibility.


Yet even as we navigated this challenging period, we continued—across all parameters—to invest in the future. Last year alone, we invested nearly $20 million in technology, $73 million in campus renovations, and $76 million in physical infrastructure; in addition, there are now 50,000 square meters under construction. Our new capital projects, including the Health-Tech Valley campus, two new buildings at the Azrieli Faculty of Medicine in Safed, and the Leona M. and Harry B. Helmsley Charitable Trust Energy Prototype Lab, will leverage Bar-Ilan’s core strengths into still greater impact. On the research front, we recruited sixty new researchers in STEM and in social sciences, many—if not most—of whom are top-tier scientists with superb records of achievement. Among all Israel’s universities, we now have the second-largest student body and boast first-place national rankings in numerous fields. We maintained a balanced budget, taking into account all the capital investments mentioned above. Finally, we upgraded our fundraising apparatus in significant ways, such as how we recruit donors in Israel and abroad, and we started to see the results of this key initiative.


All these achievements speak for themselves.


But the principal change, in my opinion, and the one that brought Bar-Ilan to where it is today, has been the willingness of Bar-Ilan’s leadership and faculty to take responsibility for the pace, quality, and results of decision-making. Without that willingness, and a similar commitment to measurable outcomes, we would not have achieved the breakthrough that set Bar-Ilan on a new course. Much credit for this successful approach must go to the members of our Board of Governors and Permanent Committee, which operates according to the highest standards of corporate governance. It’s no wonder: These bodies include managers from some of the most important companies in Israel’s economy. Your professional and transparent conduct has set an example that elevates the entire Bar-Ilan community.


The following are just a few key ways we have helped to realize Bar-Ilan’s strategic plan:

  • Significant investments in faculties and research units are translating into cutting-edge infrastructure, the recruitment of accomplished researchers, and the creation of truly competitive research environments.
  • Investments in technology for tracking the progress of research over time now allows every researcher to see where he or she stands on the range of metrics and make necessary adjustments. These metrics also enable faculty managers to see who needs assistance and provide targeted interventions.
  • The president selected AI and energy as central growth axes for the coming years, and academic and administrative staff have helped build the ecosystems–including research, industry, training, and infrastructure—that are cementing Bar-Ilan’s role as an international leader in these fields.
  • The integration of AI into research processes, teaching, and university management has accelerated our research output, prepared more capable professionals for tomorrow’s economy, and created a more streamlined and efficient university.

We are still in the midst of a challenging period for the country and society, but fortunately, it is also full of opportunities for the university. After years of strategic investment and data-based planning, we are now transitioning to the next stage, which includes an ongoing and transparent assessment of our progress and a willingness to adjust.


This is, most of all, a shared journey: executive and lay leadership, vice presidents, deans, deputy directors general, and all members of the administration and faculty—we all share responsibility for both the process and its success. Through coordinated work, open dialogue, and clear goals, there is no doubt that we will realize the vision of Bar-Ilan: to impact tomorrow, today.

Warmly,

 

Shlomo Zohar

Chairman, the Executive Committee