Category: The View From

  • India and the world – co-creating the future of global education

    India and the world – co-creating the future of global education

    For much of the past few decades, global higher education’s engagement with India followed a narrow script. India was the source of students; institutions elsewhere were the destination. Success was measured in enrolments and mobility flows.

    That framing is no longer adequate – nor is it aligned with the scale of the challenges and opportunities now facing the world. The coming decade will be shaped by ageing populations, rapid technological disruption and the green transition, creating a global talent challenge. At this moment, India stands out as the world’s youngest and most dynamic talent nation – and by 2030, one in five global workers is projected to be Indian.

    If global progress on artificial intelligence, climate and sustainability, healthcare, inclusive growth and productivity is to be meaningful, India and the world must work together – not through transactional pipelines, but through deeper collaboration between education, industry and governments.

    India is not only a key driver of international student mobility; it is increasingly the talent engine of the world. Yet many international engagements with India remain fragmented. MoUs are signed without delivery pathways. Recruitment activity is often disconnected from research, innovation, skills and employability. What is missing is not ambition, but shared infrastructure: platforms that bring universities, domestic and international, together with policymakers, employers, innovators and students to design solutions – not just discuss them.

    The next phase of global engagement with India will be defined by mutually beneficial, equitable co-creation

    The next phase of global engagement with India will be defined by mutually beneficial, equitable co-creation.

    This requires moving beyond “India as a market” to “India as a partner” – and engaging India as a federal ecosystem in which states are decisive actors in shaping education, research, industry collaboration and workforce strategy. Tamil Nadu exemplifies this shift.

    Long recognised as India’s leading state for higher education, research and industry integration, Tamil Nadu is now advancing a next-generation model for global collaboration through Knowledge City – India’s first integrated global education district. Designed as a full ecosystem rather than a standalone campus, Knowledge City is planned as an 870-acre, purpose-built education, research and innovation district with universities and research at its core, co-located with industry clusters and supported by plug-and-play infrastructure for global institutions.

    The significance is not branding; it is architecture. Knowledge City enables joint degrees, transnational education delivery, applied research hubs, innovation clusters and skills pathways that are inherently industry-aligned. It is designed to make academic–industry collaboration the default rather than the exception, and to convert education into workforce and innovation outcomes at scale.

    This moment also demands a different kind of convening infrastructure. Not conferences as showcases, but platforms built to translate intent into execution – where governments, domestic and international universities, employers, innovators and student communities can align on priorities and progress. This includes structured engagement through B2B exhibitions, curated G2G, G2B and B2B dealrooms, and focused dialogues that enable partnerships to move from discussion to delivery.

    For those holding responsibility across education, skills, talent and innovation – including ministers and policymakers; vice-chancellors and senior academics; international directors and employability leaders; CEOs, investors; innovators; global employers and talent platforms; testing and credentialing bodies, think tanks and foundations – this conversation is now critical to shaping the decade ahead.

    The focus is not only internationalisation and transnational education – though those remain central. It also spans the domains where universities are now system actors: AI and future learning, climate and sustainability, healthcare, creative economies, diversity and inclusion, academic-industry collaboration, employability and entrepreneurship, and the role of universities in nation-building. These are not “themes”; they are national and global imperatives.

    A delivery-oriented platform should therefore be judged by outcomes. The most serious convenings are those that build the partnerships and systems required for the decade ahead: aligning education with future skills and workforce demand; strengthening sustainable transnational education models; building ethical, student-centred mobility frameworks; developing global communities of practice; providing data and intelligence for decision-making; and co-creating Knowledge City as a living global education lab for research, education and innovation partnerships.

    It is in this spirit that the inaugural India Global Education Summit (IGES) will take place on January 2026 28-29, co-organised by the government of Tamil Nadu and NISAU. The invitation is intentionally inclusive: to Indian institutions and stakeholders shaping India’s domestic education and skills future, and to international partners seeking equitable collaboration with India at scale.

    Registration is complimentary for academic institutions and universities, ensuring broad participation across the global higher education community. For those shaping education, skills, talent and innovation strategies, this is an opportunity to move from conversation to co-creation.

    Registration details are available at educationsummit.global.

    About the author: Sanam Arora is founder and chair of NISAU (National Indian Students and Alumni Union UK) and convenor of the India Global Education Summit.

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  • modern families, global goals, and smarter choices

    modern families, global goals, and smarter choices

    Families across urban and developing towns are going beyond conventional definition of education, facilitating change in the Indian education system. The focus has shifted from academic success to quality education, international exposure, and overall growth that prepare the future generation for a globally interconnected ‍​‌‍​‍‌​‍​‌‍​‍‌world.

    A few decades ago, families were typically larger; with primary focus was on basic education and job security. With a progressive mindset, today’s nuclear families are engaged investing in premium schooling, digital learning, and global opportunities that enhance their children’s competitiveness.

    This transformation signifies a profound mindset. Today’s students and parents both think beyond geographical boundaries and basic qualifications. They meticulously evaluate international opportunities that enhance academic excellence, long-term career goals, and global relevance.

    Dining table conversations revolve around questions such as:

    • Which destination offers the best return on educational investment?
    • What scholarship or post-study work opportunities are available?
    • Which academic pathway leads to sustainable and globally recognised careers?

    Studying abroad have risen because of limited domestic seats, global exposure and highly paid career prospects. However, rising costs, currency risks and stricter visa rules of some countries are shifting preferences toward value destinations – Europe and Asia. Intellectual families now prioritise financial planning, ROI and strong support systems.

    Today’s students and parents both think beyond geographical boundaries and basic qualifications

    With these rapidly growing aspirations, need for reliable, ethical, and expert guidance has become paramount. This is an area where Landmark Global Learning Limited has established a distinct reputation. With extensive experience and deep understanding of international education system, Landmark provides transparent, personalised, and result-oriented guidance tailored for every candidate. The services range from course selection and financial planning to visa support, and pre-departure orientation ensures students received quality education and long-term success.

    Simultaneously, India’s international education and recruitment landscape is also witnessing a paradigm shift. The focus has moved beyond volume-driven enrolments to meaningful outcomes and majorly student well-being. Both universities and agencies emphasise authenticity, transparency, and tailored support. Indian students are exploring the UK, Canada, and Australia to emerging hubs across Europe and Asia.

    As global connections strengthen, this shift is vital to understand. India’s growing middle class, wider digital access, and strong respect for education are transforming how international institutions connect with and respond to Indian students. In recent years, more Indian students are choosing to study overseas. As per the Ministry of External Affairs, over 1.8 million Indian students are abroad in 2025, compared to around 1.3 million just two years earlier.

    Nowadays,​‍​‌‍​‍‌​‍​‌‍​‍‌ students are not only pursuing degrees, but they are also cultivating skills and mindsets that align with a rapidly changing borderless world. In such moments, trusted partners such as Landmark Global Learning Limited are instrumental in making a difference.

    By providing organised support, genuine mentorship, and a transparent path to quality international education, Landmark connects aspirations with guidance. For thousands of young Indians, it represents more than overseas study; it signifies assurance, opportunity, and the conviction that global education is not a privilege but an achievable ‍​‌‍​‍‌​‍​‌‍​‍‌goal.       

                                            

    About the author: Jasmeet Singh Bhatia is the founder and director of Landmark Immigration, with over 18 years of experience in international education and immigration consulting. A trusted study visa expert and PR strategist, he has mentored thousands of students in achieving their academic and career goals abroad. Known for his principle-based approach and strong industry partnerships, he continues to shape global futures through personalised guidance and strategic insight. 

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  • GEDU’s Kevin McCole on scaling sustainable development training

    GEDU’s Kevin McCole on scaling sustainable development training

    Over 70 delegates will travel to the UK to agree a comprehensive capacity building programme that will help achieve the United Nations’ 17 Sustainable Development Goals (SDGs).

    GEDU’s managing director for external relations and sustainability, Kevin McCole, is also the director of UNITAR’s London Centre, one of 33 Centres, spanning every continent.

    The mission of these Centres is to deliver training and capacity building across the SDGs. 

    The PIE News sat down with Kevin McCole to understand the work of the UNITAR network, GEDU’s particular priorities, and what will be achieved in the coming days in London. 

    Kevin, this sounds like a critical week for you and your colleagues. Can you tell us what will happen and why it matters?

    It is an important week. It’s exciting too. It’s not every day that a UK education business hosts a delegation led by an assistant UN secretary general and includes other senior UN officials, as well as business, academic and municipal leaders from around the world. It’s a truly global gathering.

    UNITAR and its network come together once a year, and part of the programme in London will be internal – we’ll share best practice, identify areas for collaboration in 2026, consider how UN 2.0 and the Pact for the Future will shape the UN’s development agenda beyond 2030, agree ambitious targets and how to achieve them.

    We’ve also got important external engagement too, including with representatives of the UK government, parliamentarians and businesses.

    While we are discussing global challenges, it’s important to focus on the local too. So we will be hosting the delegation at the Global Banking School campus in Greenford where we will engage local politicians and council officials.

    What role do universities play in the UNITAR network?

    Of the 33 Centres across the world, most are led by universities. In London next week there will be senior figures from York University in Canada, Newcastle University in Australia, and more from all continents in between.

    GEDU’s contribution to UNITAR is global too – it’s not limited to London. With 13 institutions across 15 countries – from Toronto and Tampa in the Americas, across Europe and the Middle East and India, to Brisbane in Asia-Pacific – we are able to bring a global perspective and have a global impact.

    Universities can help achieve the SDGs in a range of ways. Through their curricula and extra-curricula activity. Let’s take just three examples from GEDU institutions.

    MLA College recently launched 17 byte sized courses – one on every SDG – in partnership with UNITAR.

    Shiller International University, with campuses in Heidelberg, Paris, Madrid and Tampa offer the Seeds of Peace Scholarship to support students from conflict-affected regions.

    And ICN Business School, a triple accredited creative business school with campuses in Paris, Berlin and Nancy, is an active member of the United Nations Global Compact, the Principles for Responsible Management Education initiative, the Collectif pour l’Intégration de la Responsabilité Sociétale et du Développement Durable dans l’Enseignement Supérieur (CIRSES), and the Conférence des Grandes Écoles network on sustainable development

    Of course, universities can’t succeed in isolation. That’s why UNITAR’s general approach, and the specific programme in London, involve national and local governments, parliamentarians, businesses, and civil society. We all need to work together.

    We hear about sustainability a lot, but it’s more than just environmental, isn’t it?

    Yes, from the UN and UNITAR perspective we look at all 17 of the sustainable development goals.

    Many are environmental, for example climate action, life on land, life below water, and affordable and clean energy. But the SDGs also include peace, justice and strong institutions, reduced inequalities and eliminating poverty and hunger.

    So we have a broad and important agenda in London next week.

    It’s also important to say that the UNITAR programme is giving us at GEDU the opportunity to consider the contribution we can make collectively and as individual institutions.

    For instance, how do we best deploy our time and expertise to work in partnership with governments, businesses and NGOs around the world? 

    We understand GEDU will be making an announcement as well? 

    That’s correct. We’re going to release our inaugural GEDU sustainability report at an event in the House of Commons.

    The report will detail the work being done by all our institutions to address all of the SDGs, including in the SDG that they have adopted and lead on for GEDU. It will also outline our ambitions for 2026 and beyond.

    I have to say, preparing this report has been a real eye opener for me – I hadn’t realised just how much our institutions are doing that aligns to the SDGs. And it’s been really encouraging to learn that they all have ambition to contribute even more.

    About the author: Kevin McCole is GEDU managing director, external relations and sustainability. Kevin, who has a passion for education and international partnerships, joined GEDU Global Education in March 2025 and leads the group’s external relations, public relations and sustainability activities. Before joining GEDU Global Education, Kevin spent 16 years as managing director of the UK India Business Council, where he worked closely with governments and organisations in both countries on the UK-India FTA and, more broadly, to bring UK investors to India and strengthen the business, education and people-to-people links between India and the UK. Prior to this, Kevin spent 19 years in the UK’s diplomatic service, where he served in The Netherlands, Malta, Romania, India, and in various London postings. In India, Kevin spent three years at the British Deputy High Commission in Kolkata helping strengthen the UK’s partnership with East and North East India. 

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  • The promise and challenge of AI in building a sustainable future

    The promise and challenge of AI in building a sustainable future

    It is tempting to regard AI as a panacea for addressing our most urgent global challenges, from climate change to resource scarcity. Yet the truth is more complex: unless we pair innovation with responsibility, the very tools designed to accelerate sustainability may exacerbate its contradictions.

    A transformative potential

    Let us first acknowledge how AI is already reshaping sustainable development. By mapping patterns in vast datasets, AI enables us to anticipate environmental risks, optimise resource flows and strengthen supply chains. Evidence suggests that by 2030, AI systems will touch the lives of more than 8.5 billion people and influence the health of both human and natural ecosystems in ways we have never seen before. Research published in Nature indicates that AI could support progress towards 79% of the Sustainable Development Goals (SDGs), helping advance 134 specific targets. Yet the same research also cautions that AI may impede 59 of those targets if deployed without care or control.

    In practice, this means smarter energy grids that balance load and demand, precision agriculture that reduces fertiliser waste and environmental monitoring systems that detect deforestation or pollution in real time. For a planet under pressure, these scenarios offer hope to do less harm and build more resilience.

    The hidden costs

    Even so, we must confront the shadows cast by AI’s advancements. An investigation published earlier this year warns that AI systems could account for nearly half of global data-centre power consumption before the decade’s end. Consider the sheer scale: vast server arrays, intensive cooling systems, rare-earth mining and water-consuming infrastructure all underpin generative AI’s ubiquity. Worse still, indirect carbon emissions tied to major AI-capable firms reportedly rose by 150% between 2020 and 2023. In short, innovation meant to serve sustainability imposes a growing ecological burden.

    Navigating trade-offs

    This tension presents an essential question: how can we reconcile AI’s promise with its cost? Scholars warn that we must move beyond the assumption that ‘AI for good’ is always good enough. The moment demands a new discipline of ‘sustainable AI’: a framework that treats resource use, algorithmic bias, lifecycle impact and societal equity as first-order concerns.

    Practitioners must ask not only what AI can do, but how it is built, powered, governed and retired. Efficiency gains that drive consumption higher will not deliver sustainability; they may merely escalate resource demands in disguise.

    A moral and strategic imperative

    For educators, policymakers and business leaders, this is more than a technical issue; it is a moral and strategic one. To realise AI’s true potential in advancing sustainable development, we must commit to three priorities:

    Energy and resource transparency: Organisations must measure and report the footprint of their AI models, including data-centre use, water cooling, e-waste and supply-chain impacts. Transparency is foundational to accountability.

    Ethical alignment and fairness: AI must be trained and deployed with due regard to bias, social impact and inclusivity. Its benefits must not reinforce inequality or externalise environmental harms onto vulnerable communities.

    Integrative education and collaboration: We need multidisciplinary expertise, engineers fluent in ecology, ethicists fluent in algorithms and managers fluent in sustainability. Institutions must upskill young learners and working professionals to orient AI within the broader context of planetary boundaries and human flourishing.

    MLA College’s focus and contribution

    At MLA College, we recognise our role in equipping professionals at this exact intersection. Our programs emphasise the interrelationship between technology, sustainability and leadership. Graduates of distance-learning and part-time formats engage with the complexities of AI, maritime operations, global sustainable development and marine engineering by bringing insight to sectors vital to the planet’s future.

    When responsibly guided, AI becomes an amplifier of purpose rather than a contraption of risk. Our challenge is to ensure that every algorithm, model and deployment contributes to regenerative systems, not extractive ones.

    The promise of AI is compelling: more accurate climate modelling, smarter cities, adaptive infrastructure and just-in-time supply chains. But the challenge is equally formidable: rising energy demands, resource-intensive infrastructures and ungoverned expansion.

    When responsibly guided, AI becomes an amplifier of purpose rather than a contraption of risk

    Our collective role, as educators and practitioners, is to shape the ethical architecture of this era. We must ask whether our technologies will serve humanity and the environment or simply accelerate old dynamics under new wrappers.

    The verdict will not be written on lines of code or boardroom decisions alone. It will be inscribed in the fields that fail to regenerate, in the communities excluded from progress, in the data centres humming with waste and in the next generation seeking meaning in technology’s promise.

    About the author: Professor Mohammad Dastbaz is the principal and CEO of MLA College, an international leader in distance and sustainability-focused higher education. With over three decades in academia, he has held senior positions including deputy vice-chancellor at the University of Suffolk and pro vice-chancellor at Leeds Beckett University.

    A Fellow of the British Computer Society, the Higher Education Academy, and the Royal Society of Arts, Professor Dastbaz is a prominent researcher and author in the fields of sustainable development, smart cities, and digital innovation in education.

    His latest publication, Decarbonization or Demise – Sustainable Solutions for Resilient Communities (Springer, 2025), brings together cutting-edge global research on sustainability, climate resilience, and the urgent need for decarbonisation. The book builds on his ongoing commitment to advancing the UN Sustainable Development Goals through education and research.

    At MLA College, Professor Dastbaz continues to lead transformative learning initiatives that combine academic excellence with real-world impact, empowering students to shape a sustainable future.

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  • Ireland sees 38% surge in Indian student interest: student perception study 2025

    Ireland sees 38% surge in Indian student interest: student perception study 2025

    The study, which surveyed students, parents, and counsellors across India, highlights how Ireland’s mix of academic excellence, affordability, safety, and employability is reshaping perceptions and driving enrolments.

    Ireland’s rise as a destination

    The report shows that while India continues to lead globally in outbound student mobility, sending more than 760,000 students abroad in 2024, Ireland’s growth has been particularly striking. From just 700 Indian students in 2013, enrolments crossed 9,000 in 2023/24 a 120% increase in five years. Even in 2024, when overall outbound mobility dipped by nearly 15%, interest in Ireland grew by 38%.

    What makes this growth significant is that it is not driven by marketing or advertising alone, but by the trust created through authentic student experiences, alumni voices, and counsellor guidance. Families see Ireland as a country that delivers not just degrees, but outcomes.

    Key highlights from the student perception study 2025

    • India leads in global outbound mobility: 7.6 lakh Indian students went abroad in 2024, compared to 2.6 lakh in 2020.
    • Ireland’s rapid growth: Indian enrolments rose from 700 in 2013 to over 9,000 in 2023/24 a 120% jump in five years.
    • Academic excellence: Six Irish universities now rank among the world’s top 500.
    • Affordable pathways: Tuition and living costs are 30-40% lower than in the US or UK; one-year Master’s programs add time and cost efficiency.
    • Employability outcomes: 80% of graduates secure employment within nine months; 1,800+ global companies including Google, Microsoft, Apple, and Pfizer offer strong career pathways.
    • Safety and community: Ireland ranks as the world’s third safest country, with over 60,000 Indians already settled.
    • Tier II/III interest rising: Students from Coimbatore, Guwahati, and Kochi are increasingly choosing Ireland, aided by education loans and growing awareness.

    A new student mindset

    The report underscores a fundamental shift: Indian students are increasingly outcome-oriented. Decisions are now guided by employability, post-study work opportunities, affordability, and return on investment, rather than prestige alone.

    Peer and alumni referrals, counsellor guidance, and authentic word-of-mouth are the strongest drivers of choice. Ireland’s reputation in STEM, AI, sustainability, data science, and cybersecurity is particularly resonant with this new generation of aspirants.

    Decisions are now guided by employability, post-study work opportunities, affordability, and return on investment, rather than prestige alone

    This aligns with India’s own reforms under the National Education Policy (NEP) and UGC guidelines, which are actively encouraging student exchange, internationalisation, and the establishment of foreign campuses within India. Together, they signal a new era where India is not just an outbound source market but also a global partner in talent and education.

    Why Ireland matters

    Ireland’s rise as a destination of choice reflects more than just academic strength. It represents trust – the trust of students who see real employability outcomes, of parents who value safety and affordability, and of institutions worldwide who view India as a critical partner in shaping global education.

    As global higher education undergoes transformation, Ireland’s expanding reputation, student-first approach, and strong industry linkages position it uniquely. It is not a “Plan B” market; it is becoming a first-choice destination for Indian students.

    For families making one of the most important decisions of their lives, the message is clear: Ireland is where ambition meets opportunity.

    About the author: Aritra Ghosal is the Founder & CEO of OneStep Global, a market entry firm specialising in higher education. With deep expertise in student mobility and institutional strategy, he has worked with global universities to expand their presence across Asia. Under his leadership, OneStep Global has partnered with leading institutions to build authentic student connections, support internationalisation, and shape the future of global education.

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  • The changing rhythm of international student payments

    The changing rhythm of international student payments

    International education was growing. The United States hosted over 1.1 million international students in 2023/24, an all-time high and up 7% on the previous period. Graduate enrolments and OPT participation also reached record levels.

    However, due to an unpredictable macro-environment, forecasts indicate that the US could expect a decrease of up to 40% in new international student enrolments this year, resulting in a potential loss of USD$7 billion to the US economy.

    At the same time, budgets are tight. The loss of international student revenue can affect institutions in the U.S. Along with these losses, there are cuts in federal grants, with over 4,000 grants reduced to fewer than 600 institutions across the 50 states.

    The result is an education sector that needs reliable revenue and an improved student financial experience.

    Why instalments are becoming the default

    Students are funding their degrees from multiple sources while managing the rising costs of living. In TouchNet’s 2025 Student Financial Experience Report, 55 percent of US students juggle three or more funding sources, 82 percent say financial tasks require moderate to high effort, and half of the international students surveyed stated that positive payment experiences with institutions had a positive effect on them.

    That illustrates the importance of offering students flexible, self-service tools. By streamlining payment processes, offering alternative payment methods, and, most importantly, providing payment flexibility, those financial tasks that cause students stress can be alleviated. In turn, those positive experiences will lead to better-engaged students, who can worry about their financial standings a little bit less.  

    Apart from providing financial security and a positive experience to students, payment plans are crucial to an institution’s survival. International students contributed an estimated USD$43.8bn to the US economy in 2023/24. Protecting that value means eliminating friction from the invoicing, payment, and reconciliation processes across borders and currencies.

    From annual to monthly payments: what institutions gain

    Moving from one or two large value annual due dates to monthly, quarterly, or term-aligned schedules spreads risk for students in a turbulent macroeconomic environment and smooths cash flow for institutions.

    That shift helps students plan around scholarship disbursements, loans, family support, and part-time work, while giving bursar teams earlier visibility of potential issues.

    The outcome is higher on-time payment rates, fewer past-due balances, and a better student experience.

    What to demand from a payments partner

    If you are rethinking fee schedules, the partner you choose matters.

    • Look for providers that offer multiple payment options for annual payments and instalment payments. Whether it’s credit or debit cards, bank transfers, or alternative regional payment methods, ensure that the provider you choose offers a wide range of payment options.

      This way, students who need to pay you can complete the financial transaction in the most convenient way for them. A bonus is when the provider uses local payment rails to complete the transaction, helping you benefit from reduced intermediary fees.

    • Seek partners that can provide complete visibility of payments for both students and institutions. This will help to reduce your admin time. By maintaining a comprehensive record of student payment history, you can easily verify a student’s financial standing without having to search through paperwork.

      On the other hand, students and parents (or anyone paying the tuition) can view the status of their payments, balances, sign up for payment plans, and check their standings without needing to raise support tickets.

    • Make sure a prospective provider can facilitate fast refunds and handle automated reconciliation. Linking in with the full record of payment history, any provider you onboard should be able to initiate refunds promptly and return funds to the originating account. Not only is that required from a regulatory standpoint, but with the rise in education payment-related fraud, it may save you multiple thousands of dollars in the long run.

      Furthermore, if a student drops out of their course six months into their first year and has made seven payments for their tuition, it should be a simple process to refund them any amount they’re due. Choose a provider with capabilities to do so to save your team headaches.    

    How TransferMate helps you make monthly instalments work

    TransferMate’s education solutions were built for the new reality we’re living through. Providing choice across instalments and payment methods is at the forefront of our platform, and is specifically designed to meet institutional control requirements and student expectations.

    Here’s what you can expect from our integration:

    • Multiple instalment options out of the box: Offer students monthly schedules that they can opt into. Plans can be paid for across multiple cards, bank transfers, or local payment methods, with clear due-date reminders.
    • Recurring card payments for student housing: Students can sign up once for automated recurring card payments on their housing fees. This reduces missed payments, lowers the administrative load for teams, and provides students with predictable outgoings throughout the year.
    • API Client Dashboards: Finance and student accounts teams with embedded solutions from TransferMate can see payment histories and statuses per student, country, currency, or programme. This surfaces issues earlier and supports more innovative outreach to at-risk cohorts. As analytics deepen, you can monitor instalment adoption and on-time performance by segment.
    • Virtual Accounts and refunds: With our Global Account solution, you can accept and hold funds in multiple currencies, route payments over local rails, and issue refunds quickly without breaking reconciliation. And as a plus, you can convert currencies and make payments in those local currencies for any inter-campus requirements, scholarship, or guest lecturer fees.
    • Beneficiary Portal: Through our beneficiary portal, users can invite students, agents, and research partners to provide their bank details aligned to your reference fields (such as student ID, program code, etc). Instead of your team collecting sensitive bank details via email or phone, you can invite the beneficiary with a secure portal link, allowing them to complete the form in minutes. This results in fewer data errors, fewer returns, and faster payment processing for scholarship, bursary, commission, or refund payments.
    • Compliance and transparency. TransferMate operates the largest globally licensed fintech payments infrastructure, featuring end-to-end tracking that allows students and institutions to see when funds are sent and received. As we own our infrastructure, we offer preferential foreign exchange rates and zero transaction fees. Clients save real time and money, with one institution having increased the college’s revenue by about 3%, purely on the savings made on bank and credit card charges.

    The strategy that pays back

    The plain facts are simple, even if it is a hard truth to swallow.

    Institutions do not control the macro environment.

    But what you do control is how easy it is for students to enrol and pay. The sector is moving from annual lump sums to monthly and quarterly instalments because it improves affordability, supports retention, and strengthens cash flow.

    Being part of that movement is as easy as reaching out to a payments partner and getting started.

    Want to learn more about how TransferMate configures instalment options for your institution? Get in touch with our team today.

    About the author: Thomas Butler is head of education at TransferMate, driving innovation in payment solutions for the education sector. He leads teams focused on developing seamless, secure systems that simplify how institutions, platforms, and students send and receive international payments. Under his guidance, TransferMate powers collections in over 140 currencies across more than 200 countries, with fully regulated infrastructure and integrations via APIs, white-label platforms, and embedded solutions. Thomas works with both educational institutions and software partners to reduce bank fees, improve FX rates, automate reconciliation, cut administration, and enhance transparency, all to improve the payment experience and financial operations in education globally.

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  • English skills are more essential than ever – the first PISA FLA proves it

    English skills are more essential than ever – the first PISA FLA proves it

    There has been much hype over the role AI can play, with increased speculation that, as this technology evolves, the need for learning languages will become less important. 

    This is obviously not the case.

    Used properly, AI can bring enormous benefits to classrooms. But there’s really no substitute for human-to-human learning with a skilled language teacher. It remains critical for students in school systems around the world to continue to learn real-life communicative language skills. AI can teach you a substantial amount of words and grammar, but language is about real-life communication, and this takes practise and guidance that AI just can’t provide.

    When it comes to testing language skills, it’s the same picture. AI can give an indication of knowledge, but it cannot reliably measure what students can do with the language and how well they can communicate.

    The Introduction of the in-depth English test for PISA

    The need for quality English skills in the age of AI is recognised worldwide. This is best proved by the fact that, for the first time, the PISA survey has added an assessment of foreign language skills – starting with English.

    The PISA Foreign Language Assessment (FLA) is using in-depth high-quality tests, developed by Cambridge, to make sure that it gives a really accurate picture of each participant’s language skills. By this, we mean their ability to interact, understand nuance and apply their language skills to real-world situations.

    This first PISA FLA is currently testing the English skills of thousands of students in 21 countries and economies around the world, providing unprecedented insights into what makes English language teaching and learning effective. Insights that are vital during this time of rapid change. Having a clear picture of what works in terms of language teaching in schools around the world, as a basis for improving future generations’ language skills, means we can measure change, learn and evolve.

    Why communicative language skills matter

    The benefits of learning communicative language skills are well documented. A recent paper by Cambridge and the OECD describes the benefits of learning another language in terms of the positive impact it can have on employability, critical thinking skills, and boosting cultural awareness – essential skills in today’s interconnected world.

    The importance of quality English skills was highlighted further in a recent article in the Financial Times, where journalist Simon Kuper comments that fluency in English “has become a non-negotiable qualification for high-level jobs in many professions.” He references a paper for the OECD that studied job vacancies across the EU and in the UK in 2021: 22% explicitly required knowledge of English. This is meaningful – as generative AI makes it easier for people to have a “passable grasp” of English, excellence in a language becomes a true differentiator in business and elsewhere.

    But of course, it’s not just about learning English. While English is an essential skill in so many areas, it’s equally important that people do not neglect their first language and that they take the time to learn other languages. Whether it’s a foreign language, the regional language of the place they live, the language of their parents or communities, or even the language of their favourite holiday destination, individuals can gain enormous benefits from learning more than one language.

    The impact of the PISA FLA

    We have a clear understanding of the benefits that English skills can bring. So, it is surprising that there has not been a comprehensive study in this area since 2011, when SurveyLang assessed the language competence of 50,000 pupils across 15 countries in Europe. The findings highlighted the importance of starting to learn English at an early age – and the benefits of exposure to language outside the classroom, through films, music, travel and other opportunities, to incorporate the language into the students’ lives. Whilst this is insightful, this was over 14 years ago, and we need contemporary and reliable data.

    For this reason, the results of the PISA FLA will mark a turning point for language education. Although it’s too early to speculate on the findings, the impact of the survey’s data has the unprecedented potential to transform language policy around the world. Leaders and policymakers will get access to the data they need to make decisions on which teaching methods and learning environments really work, where to focus resources and how to design curriculums. One of the ways it will achieve this is by assessing against the Common European Framework of Reference for Languages (CEFR).

    The PISA FLA also demonstrates how meaningful language testing can be delivered at scale. The English test used in PISA – and developed through a partnership between Cambridge and the OECD – is a cutting-edge, multi-level, computer-adaptive assessment, and tests the spoken production of language via a computer-delivered test for the first time in a global survey of this kind.

    We are at an exciting moment of change. How we teach, how we learn, how we work and how we live is evolving every day. As providers of quality education, we have a responsibility to stay abreast of this change and ensure we are continually adding value – serving the current and very real needs of our learners.

    When it comes to language education, that means understanding how we can shape learning, teaching and assessment that will empower generations of learners to come. It also means understanding how we can contribute to an educational system fuelled by insights and data. The PISA FLA is the first step on this journey.

    Written by: Francesca Woodward, Global Managing Director, English at Cambridge University Press & Assessment

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  • more international students citing quality and reputation as key factors in decision making

    more international students citing quality and reputation as key factors in decision making

    As the global education landscape evolves, understanding what motivates international students has never been more critical. NCUK’s annual student survey series, Transforming Student Futures, provides essential insights into the aspirations of approximately 1,000 international students from 88 countries participating in NCUK’s in-country pathway programmes worldwide.

    The latest findings reveal clear patterns in student priorities that demand attention from educators, policymakers, and universities. 

    Maintaining quality and reputation is key

    Quality of education stands as the decisive factor for international students, with 69.9% of respondents selecting it as their primary motivation for pursuing overseas qualifications, up from 58% in 2024. Career-focused motivations follow closely, with over half of students (56.4%) motivated by career development opportunities, including increased employability and monetary benefits.
     
    This emphasis on educational excellence is particularly pronounced among students from Nigeria, Pakistan, Myanmar, and Peru, where quality ranks as the top motivation. In Kenya, quality shares the top position with career development, while in Ghana, it ties with gaining new knowledge as the primary driver.

    Interestingly, students from China present a unique pattern, with gaining new knowledge emerging as their main motivation rather than quality alone, suggesting different educational priorities for NCUK students across source markets.

    The rise of TNE and changing learning preferences

    Traditional learning models continue to dominate student preferences, with 66% favouring fully on-campus learning experiences. However, the survey indicates growing consideration for online provision as an increasingly viable alternative, reflecting evolving attitudes toward flexible education delivery.
     
    The year-on-year increases in demand for full online learning (up from 10% to 22%), full on-campus learning at a local institution in the students home country (up from 16% to 32%) and full on-campus learning but half taught at a branch campus in the student’s home country and half taught at a main campus overseas (up from 14% to 20%) all  signal a move toward flexibility.

    This shift aligns with the recent growth of TNE, and NCUK’s in-country model and diverse qualification offerings cater to this demand, enabling students to access global education without relocating immediately.

    Is it worth us considering whether, as a sector, we sometimes place too much emphasis on policy change?

    The high confidence level in NCUK pathways – with 94% of students believing these programs will enhance their career prospects (a 5% year-on-year increase) – demonstrates strong programme satisfaction and perceived value among participants.
     
    Policy changes: The US coming up Trumps but overall, NCUK students unaffected by policy changes

    In 2025, 52% of respondents expressed concern about UK visa restrictions, up from 38% in 2024, reflecting recent tightening of post-study work policies. Conversely, the USA saw a 12% rise in positive sentiment (to 29%) due to perceived stability in immigration rules, while Australia’s appeal dipped 8% (to 22%) amid cost-of-living concerns.
     
    These shifts highlight a nuanced landscape: students from Ghana and Pakistan are more deterred by UK policy changes, while Nigerian students remain optimistic about the USA. However, the overall message here is that NCUK students’ decision making does not seem significantly influenced by policy changes, with 80% of respondents choosing the UK as their preferred destination, despite the above findings.

    Is it worth us considering whether, as a sector, we sometimes place too much emphasis on policy change?

    Implications for the future
     
    The emphasis on quality demands continued investment in academic excellence and institutional reputation to meet rising student expectations, particularly in competitive source markets like Nigeria. And further, expanding TNE and hybrid learning options will cater to students seeking quality education with flexibility, reducing reliance on traditional study-abroad models.

    NCUK’s in-country pathway programmes demonstrate strong alignment with student needs and aspirations, offering the academic preparation, university access to high-ranking institutions, and career development support that international students prioritise. As the education sector continues to evolve, maintaining focus on quality, flexibility, and comprehensive student support will remain essential for meeting the diverse and changing needs of international students.

    About the author: Andy Howells is the Chief Marketing Officer for NCUK, a leading global pathway provider. He has worked in higher education for over 15 years in senior marketing and student recruitment roles at Royal Holloway, University of London, the University of Southampton and most recently, Universities UK International (UUKi).

    Andy has won several awards, including ‘Best Issues and Crisis Campaign’ at the PR Week Global awards in 2022 for UUKi’s We Are Together campaign, and ‘Marketing Campaign of the Year’ at the PIEoneer Awards in 2023 for UUKi’s Twin for Hope campaign. In 2023, Andy led the relaunch of the UK higher education sectors, #WeAreInternational campaign.

    Andy is a father of two young children and his claim to fame is delivering his second child himself, in his car, in a supermarket car park during the first weeks of Covid lockdowns! 

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  • Reimagining global student enrolment for the AI era

    Reimagining global student enrolment for the AI era

    These new pressures present a chance to rethink how we support students – not just through better systems, but through smarter, more student-centred strategies that prioritise access, equity, and long-term success for both students and institutions.

    Consider this: most institutions still manage their international enrolment efforts through a patchwork of spreadsheets, legacy systems designed for domestic student needs, and manual workflows. This is not for lack of effort, but because the data is inaccessible or buried in unusable formats, making it difficult for institutions to plan strategically, build diverse student cohorts, and respond to shifting market conditions. Your team should be supporting students face-to-face rather than spending days manually reviewing documents.  

    Meanwhile, students and their families have come to expect responsive, seamless, personalized experiences—which our sector is eager to meet, but not yet equipped to deliver.

    These aren’t just technical challenges, they’re barriers to accessibility. When processes like application review or document verification become bottlenecks, it’s students who face delays, uncertainty, and missed opportunities. 

    The answer isn’t just to digitize what already exists. Many institutions have already adopted CRMs, SIS platforms, and digital document tools, but most of these systems were built decades ago and designed for domestic workflows, often operate in silos, and create new complexities instead of solving old ones. 

    Instead, we need to reimagine how enrolment is managed from the ground up. That means moving from reactive to predictive approaches, from fragmented tools to unified ecosystems, and from gut-feeling decisions to ones guided by real-time insights. Experienced educators will always be central to the admissions process; the goal isn’t to replace their expertise, but to empower it with better data and clearer visibility.

    Imagine being able to forecast application volumes, visa approval rates, and enrolment yields with AI-powered precision. Imagine applicants receiving an offer letter in less time than it takes to walk across campus.

    By analyzing millions of data points from government sources, institutional history, and global market trends, your institution can make smarter investments and streamline decision-making. Routine processes can be automated without compromising quality or control. 

    This isn’t a distant future. It’s possible today with the right technology partner.

    The pressures of shrinking budgets, unpredictable policies, and outdated systems aren’t going away. But with the right tools, institutions can turn these challenges into opportunities for growth. And those who embrace this transformation early will gain a significant advantage in attracting and enrolling high-quality, diverse students.

    That’s why we built Capio. As an enterprise platform company focused on international enrolment management we’re pioneering solutions that transform how institutions approach students around the world. Our platform unifies enrolment intelligence, application management, and agent management, training, and compliance within a single end-to-end, AI-powered platform that empowers institutions throughout the international enrolment management journey. 

    Capio brings together everything institutions need to build smarter, more efficient international enrolment strategies on a global scale. From real-time market insights to precise planning tools, our platform replaces guesswork with clarity. 

    Our Insights Dashboard draws from diverse data sources to surface trends and opportunities in over 150 countries. The Application Management System ensures consistent, transparent processing throughout the complete admissions process, reducing student drop-off, and through our training platform,TrainHub, institutions can better engage and empower educational agents while maintaining alignment and ensuring compliance.

    As leaders in international education, we’re faced with a decision. We can continue to patch together solutions and hope to keep pace with growing complexity. Or, we can embrace the opportunity to build an intelligent infrastructure that transforms international enrolment.

    That choice is ours to make.   

    Find out more at www.capio.app.

    About the author:
    Darin Lee is general manager of Capio, bringing over 20 years of experience in educational technology and digital transformation. Previously serving as CIO at the University of the Fraser Valley and VP Technology at Conestoga College, Darin has led major technological transformations across multiple Canadian institutions, giving him unique insight into the challenges and opportunities facing post-secondary institutions and international enrolment teams

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  • Cracking the South Asia recruitment challenge – why the right partner matters

    Cracking the South Asia recruitment challenge – why the right partner matters

    For international universities and colleges, South Asia – and particularly India – represents one of the largest and fastest-growing student recruitment markets in the world. The potential is undeniable, but the reality is complex.

    Navigating multiple languages, diverse cultures, varied academic systems, and rapidly shifting student trends requires more than just an occasional visit or a handful of agent agreements.

    Finding the right partner in this environment is not just important – it’s essential.

    The challenge: a crowded and complex market

    South Asia’s education recruitment ecosystem is vast. Students are spread across metropolitan hubs and smaller regional cities, each with different aspirations, financial capabilities, and destination preferences. The agent network is equally varied – from well-established consultancies to smaller, informal setups.

    For many institutions, this creates two critical challenges:

    1. Transparency – Ensuring that the institution’s brand is represented accurately and ethically across the market.
    2. Visibility – Reaching the right students, in the right regions, with the right message.

    Without an in-market presence and strong, vetted networks, institutions often struggle to build trust and sustain engagement at scale.

    Why a local strategic partner is essential

    Working with a dedicated South Asia marketing partner bridges this gap. The right partner acts as the institution’s eyes, ears, and voice on the ground – maintaining brand integrity while expanding outreach.

    A strong local partner can:

    • Streamline agent management – Recruiting, training, and monitoring a reliable network of student recruitment agents.
    • Strengthen market visibility – Ensuring the institution’s programs are consistently promoted to the right audience across multiple regions.
    • Provide real-time market intelligence – Sharing insights on policy changes, student preferences, and competitor activity.
    • Enhance conversion rates – By ensuring that marketing efforts and agent networks are well-aligned with institutional goals.

    Navigating multiple languages, diverse cultures, varied academic systems, and rapidly shifting student trends requires more than just an occasional visit or a handful of agent agreements

    Landmark Global Learning — one roof, complete solutions

    With over 18 years of experience, Landmark Global Learning offers international universities and colleges a single-window solution for the South Asia market. Our approach is built on:

    • Established networks – A trusted, long-standing network of trained recruitment agents across India and other South Asian countries.
    • Transparent operations – Clear reporting, ethical representation, and measurable results to ensure partner confidence.
    • Regional expertise – Deep understanding of both Tier-1 and Tier-2 cities, allowing institutions to tap into emerging student segments.
    • Targeted outreach – Combining on-ground events, digital campaigns, and institutional tie-ups to maximise visibility.

    Whether a university is entering the South Asia market for the first time or looking to strengthen its footprint, Landmark provides the infrastructure, relationships, and market knowledge to make it happen efficiently.

    Maximising visibility in the right way

    One of the biggest pain points for international institutions is getting noticed by the right students. Many spend time and resources on generic campaigns that fail to reach high-intent applicants.

    At Landmark, we focus on:

    • Localised marketing strategies tailored to different student demographics.
    • Partnerships with schools, colleges, and education fairs that bring direct engagement opportunities.
    • Digital targeting that aligns with student search behaviour in the region.

    The result? Increased brand presence, better-qualified leads, and stronger enrolments.

    A partnership for long-term growth

    In an increasingly competitive global education market, institutions cannot afford to be invisible in a region as critical as South Asia. The right partner ensures not only market entry but also sustained growth, brand protection, and student success.

    With its proven track record, extensive network, and commitment to transparency, Landmark Global Learning stands ready to be that partner – delivering all the solutions international universities need, under one roof.

    A journey of impact and vision

    From a small consultancy in Punjab to being the first student recruitment company listed on the Bombay Stock Exchange, Landmark Global Learning’s journey is a testament to resilience, vision, and a relentless focus on student success.

    With over 35,000 successful admissions and partnerships across 200+ global institutions, our mission remains clear: to bridge the gap between talent and opportunity. What started 18 years ago with a single office is today a network of 15+ branches across India, making international education accessible even in Tier-2 and Tier-3 cities.

    For me personally, education has never been just a business – it’s a passion to transform lives. I began this journey as a young professional balancing multiple jobs, driven by a belief that ‘education is not just about admissions – it’s about creating futures.’ That belief continues to guide us as we embrace innovation, whether through AI-driven counseling tools, school partnerships from Grade 9 onwards, or full-spectrum student support covering admissions, accommodation, education loans, and career guidance.

    At Landmark, we don’t just send students abroad; we shape futures — with integrity, innovation, and care.

    About the author: Jasmeet Singh Bhatia is the founder and director of Landmark Immigration, with over 18 years of experience in international education and immigration consulting. A study visa expert and PR strategist, he has mentored thousands of students in achieving academic and career goals abroad. Known for his principle-based approach and strong industry partnerships, he continues to shape global futures through personalised guidance and strategic insight.

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