21 Oct Interview with Sue Rigby, Principal and Vice Chancellor, Edinburgh Napier University (ENU)
What gives Scotland’s tertiary education sector its competitive edge on the global stage?
I returned to Scotland in January 2025 after working in England, and I have now been leading Edinburgh Napier University for seven months. Much of my earlier career was spent here. One thing that sets Scotland apart is how much it values higher and further education as a single, connected system. It is common for students to move from college to university, into work and then back into learning. Lifelong learning — from school leavers to master’s and doctoral levels — is widely encouraged across many professions. This focus on skills and ongoing development creates a more resilient workforce compared to, for example, England.
How is Edinburgh Napier University (ENU) overcoming key challenges, such as the lack of funding for universities?
All university leaders spend about 20% of their time worrying about funding, but we risk sounding like we are just complaining instead of celebrating what we achieve. We are working with the Scottish government to ensure funding supports Scotland’s needs for innovation and employability. No funding challenge will stop us from doing our job; Scottish universities know their purpose and have a clear contract with the government. It is a small country, and we collaborate closely. More funding would help, but we deliver strong results with what we have.
What defines ENU’s unique ethos and sets it apart in the UK’s higher education landscape?
Soon after I arrived, we held workshops with staff and students to ask a simple question: who are we? The shared answer was clear; we exist to help people with the capacity to learn move into professional work and to make a tangible difference through our research. Many people do not thrive at school, but do at university, and we actively look for them. For example, we are leaders in supporting students with care experience. Society benefits when everyone has the chance to reach their potential. Our staff are deeply committed to tackling inequality, often taking risks to give people a chance. However, it only works if our graduates enter professional jobs. With over 90% doing so, we know we are completing that journey.
Much of our strength comes from excellent teaching. Students do not just attend lectures at ENU but are also inspired by staff who are leaders in their fields and specialists in teaching. A total of 87% of our academics hold teaching qualifications, and we treat teaching as a profession, not a sideline. Initiatives like Bright Red Triangle help students build businesses and develop the entrepreneurial skills they will use in any job. Our Scottish curriculum balances broad learning in the first two years with specialization later. This helps prepare students for jobs that may not even exist yet and assists them in moving directly from graduation to employment.
How does ENU act as a base for supporting local community projects?
Scotland is a remarkable nation; it is socially cohesive with a clear purpose. Edinburgh Napier University’s mission fits perfectly with its place. Scotland is great for business and exploration, from tourism to innovation. Wherever you go here, you will likely find ENU involved, supporting local industries and breakthroughs.
One example is our work setting up the Borderlands Deep Tech Accelerator Hub with South of Scotland Enterprise and Borders College. We support the local economy through research and knowledge exchange. For instance, we study mountain biking performance, manufacturing and safety, as tourism is critical for the region. We teach these skills with Borders College, both in Edinburgh and on site. We also train nurses locally, recognizing that many people in Scotland’s rural communities stay where they live. Our partnership is supported by South of Scotland Enterprise and our research grants.
A more urban example is our partnership with Forth Valley College on the government’s Project Willow, which is transforming the Grangemouth refinery from non-renewable to renewable energy. One of our spinouts, Celtic Renewables, produces sustainable biofuel and uses part of the old site. Project Willow is focused on upskilling the workforce for new industries. We work with Forth Valley College to help people progress from any level, whether topping up postgraduate skills or supporting those with no post-school qualifications. We even share staff to ensure the highest levels of delivery on the ground.
How does ENU’s research ecosystem stack up against peer institutions, and which areas are capturing the most interest in 2025?
We do not try to compete with others. We focus instead on doing purposeful research with real impact. Over the past decade, our research strength has grown steadily because we apply ideas in practical ways. For example, our work on sustainable construction has helped shift Scotland’s housing sector towards timber-based buildings, which store carbon and reduce emissions. We took this from theory to proof of concept to mainstream. Now, over half of new Scottish homes use timber frames compared to less than 10% in England. We are also expanding this internationally. Another strength is cybersecurity. Our professor, Bill Buchanan, is a global leader in the field. His research has led to spinouts like LastingAsset and Cyacomb, which are now widely used. We also help keep the UK secure by training the trainers for the National Cyber Security Centre.
What is ENU doing to build an entrepreneurial culture?
While LastingAsset and Cyacomb are strong cybersecurity spinoffs, our biggest success story is Celtic Renewables. It began in a small lab outside Edinburgh and now operates on a 30-acre site in Grangemouth, producing biofuels from whisky byproducts. It is a major success story for the university and is a prime example of what we aim for in turning research into real industrial change, even in difficult sectors like biorefining. Scotland remains committed to applying advanced technology to traditional industries. We encourage academics to grow their ideas into businesses, and now have a senior leader dedicated to expanding these commercial links. By professionalizing this support, we aim to achieve even more.
How is ENU adopting sustainable practices to meet its target of having net-zero emissions by 2030?
This commitment means a lot to us. Our staff care deeply about climate change and climate adaptation. We are determined to have net-zero emissions by 2030, regardless of whether national targets change. We are cutting our energy use through better heating, lighting and building management. We embed sustainability and net zero principles into every degree, from English to engineering. Our impact also extends globally. For example, we have led innovative mangrove conservation projects in Kenya to protect biodiversity and store carbon, and we are expanding this work into other African countries. Healthy mangroves are vital; once lost, they cannot be easily restored.
What’s ENU doing to boost its international visibility, especially in key markets like the USA?
We have a unique advantage in that we became international early on. In March, I was in Hong Kong celebrating 60 years of partnership. Scotland’s global outlook, partly due to its diaspora, sets us apart from many English universities. We consistently meet our government-set recruitment targets and could take more students if allowed. Our Edinburgh campus hosts students from over 100 countries, and we teach worldwide on every continent except Antarctica. Our strong connection with the USA is notable. American students are our fourth largest group, with around 200 currently enrolled. They are drawn not only by Edinburgh’s beauty but also by our applied, career-focused master’s degrees.
We avoid political debates. Our research focuses on practical challenges like improving industry, cybersecurity and policing, areas every society needs to get right. Our practical and apolitical stance has allowed us to build strong partnerships with companies and universities that value our work. We continue to have strong partnerships in China, with a focus on blending traditional materials like bamboo with our work on Sitka spruce to create durable, sustainable buildings. This innovation is of interest to both Chinese and Scottish governments as it turns widely available resources into lasting assets. We always link research and teaching closely, with each strengthening the other. This autumn, we are excited to begin work in Egypt through a partnership with Queen Margaret University to deliver engineering, cyber and computing programs. Egypt’s growing economy and position as a gateway to the Arabic-speaking world make it a key focus for us.
What defines your leadership strategy in your new role as principal and vice chancellor?
I believe the best leadership is invisible. Academics should not worry about money or resources but focus on thriving. No vice chancellor makes a university successful alone; we provide the support and infrastructure so academics can excel. My job is simple: manage finances and let them do their best work.