History

Timeline of Reykjavik University

• October 2, 1964 - The history of Reykjavik University begins with the establishment of the Technical College of Iceland.

• January 15, 1988 - The School of Computer Science of the Commercial College of Iceland (Verzlunarskóli Íslands) is founded. The school originated from the Commercial College of Iceland and operated in its facilities for a decade.
• 1998 - Reykjavik School of Business was established, based on the School of Computer Science of the Commercial College of Iceland. The Department of Computer Science, Business and the Centre for Continuing Education are established.

• 2000 - The name is changed to Reykjavik University.
• 2001 - MBA programmes were introduced at the university.
• 2002 - The Technical College of Iceland becomes the Iceland University of Technology (Tækniháskóli Íslands).
• 2002 - The School of Law is established.
• 2005 - The Icelandic University of Technology and Reykjavik University merge, creating four faculties.

• 2007 - The first research strategy of RU is approved, and the University's Research Services are established.
• 2007 - Dr Svafa Grönfeldt is appointed Rector of Reykjavik University, and the ground is broken for new facilities in Öskjuhlíð.
• 2008 - Formal doctoral programs commence at RU.

• 2010 - The University relocates to Öskjuhlíð, uniting all operations under one roof at Menntavegur 1.
• 2010 - Dr Ari Kristinn Jónsson, Dean of RU’s Computer Science Department, is appointed Rector.
• 2013 - Record student enrollment.
• 2014 - RU celebrates 50 years since the founding of the Technical College of Iceland.
• 2015 - Plans are introduced for RU student housing and a kindergarten, with sustainability as a key focus.
• 2016 - RU and the Ministry of Industry and Innovation collaborate with MIT to enhance Icelandic economic growth through innovation (REAP).
• 2017 - PRME (Principles for Responsible Management Education) goals are integrated into all faculties, ensuring students are educated on social responsibility.
• 2018 - RU co-founds Auðna Technology Transfer Office and establishes its Research Fund.

• 2018 - RU is ranked 401-500 on the Times Higher Education list of the world’s best universities and 89th among young universities.

• 2018 - Construction begins on RU’s Student Housing.
• 2019 - RU joins the Icelandic Language Technology Association and contributes to making Icelandic compatible with the digital age.
• 2019 - RU moves to the 301-350 range on the Times Higher Education list.
• 2020 - The first phase of RU’s Student Housing opens with 122 apartments and rooms.

• 2020 - RU’s Sleep Revolution project receives a €15 million EU grant, marking one of the largest grants awarded to an Icelandic university.
• 2020 - RU ranks first globally in research impact according to citations on the Times Higher Education list.

• 2021 - Dr. Ragnhildur Helgadóttir, Professor of Law, is appointed Rector.
• 2021 - The RU Infrastructure Fund is established.
• 2021 - RU achieves a record €5 million in external research funding.
• 2022 - RU becomes a member of the NeurotechEU university alliance.

• 2023 - RU celebrates its 25th anniversary.

History of Reykjavik University (RU)

The history of Reykjavík University (RU) began with establishing the Technical School of Iceland in 1964. Its purpose was to bridge the gap between vocational education and university studies. The Technical School was elevated to university status in 2002 and renamed the Technical University of Iceland. On March 4, 2005, the Technical University of Iceland merged with Reykjavík University under the name Reykjavík University. RU has been operating since September 4, 1998, and its operations were based on the Computer Science School of the Commercial College of Iceland (TVÍ), established in January 1988. Reykjavík University was initially named the Reykjavík School of Business. TVÍ became one of two faculties in the new university. In January 2000, the university's name was changed to Reykjavík University, as the previous name was considered not fully representative of its operations.

In the fall of 2001, the university launched its MBA program in collaboration with universities on both sides of the Atlantic. Among its partner schools were Erasmus in Rotterdam, Copenhagen Business School, the Norwegian School of Economics (NHH) in Bergen, and the University of Cologne. In the fall of 2002, the School of Law was established. By 2005, following the Technical University and RU merger, the university was organized into four schools: the School of Education and Public Health, the School of Technology and Engineering, the School of Business, and the School of Law. In the fall of 2007, RU established its fifth school, the School of Computer Science, which had previously been part of the School of Technology and Engineering for two years.

In 2010, the university relocated its operations to its current campus at Menntavegur 1 in Nauthólsvík, bringing all of RU's activities under one roof. That same year, the university reduced its number of schools from five to four, discontinuing the School of Education and Public Health.

Reykjavik University (RU) is a research and educational institution offering degrees across seven academic schools and the University Preparatory Programme. These schools include the School of Law, School of Engineering, School of Computer Science, School of Industrial and Mechanical Engineering, School of Psychology, School of Sports Science, and School of Business.

RU also operates the Open University at RU, specializing in lifelong learning and continuing education for professionals and executives. Additionally, students lacking the required academic preparation can enrol in the University Preparatory Programme, after which they may apply for undergraduate studies.

Reykjavík University (RU) emphasizes conducting internationally recognized research that enhances the university's reputation on the global stage, enriches teaching at the institution, and contributes new knowledge to Icelandic industry and society. RU has developed a clear and forward-thinking research strategy and has taken deliberate steps to strengthen research across all its academic fields.

RU's research activity has steadily increased over the years, as evidenced by the growing number of publications in peer-reviewed journals. In the university’s main academic disciplines, RU now leads its peers in Iceland regarding research performance.

RU’s Impact

Approximately 3,800 students pursue undergraduate, graduate, and doctoral studies at RU annually. The university collaborates with Icelandic and international universities and various public institutions engaged in education and research. Additionally, RU has established agreements with companies and organizations to further strengthen its ties to the business sector. This collaboration fosters innovation in education and research.

RU also maintains extensive partnerships with primary and secondary schools through various projects aimed at introducing students to the life and activities at RU and showcasing the opportunities that higher education—particularly in technical fields—can provide. Examples of such initiatives include Girls and Technology and the High School Programming Competition.

Reykjavík University ranks seventh in the world for relative research impact, according to the Times Higher Education (THE) list of the best universities globally, having previously held first place in 2021 and the two years prior. RU has also received recognition from the European Commission as a workplace adhering to EU guidelines for a supportive research environment.

In early 2022, a map of start-up companies connected to the university, was created. This initiative aimed to catalogue businesses founded by students and staff at RU since 1998. The project identified over 60 start-ups directly related to RU. Many emerged from student´s final projects and/or staff research.

RU’s Role in Cluster and Sector Development

Reykjavík University actively participates in developing diverse clusters and sectors in Iceland. Examples of such clusters include the Sleep Research Center (RUSI), the Institute of Biomedical and Neural Engineering (IBNE) - Medical Technology Center, and the Centre for Law on Climate Change and Sustainability.

Organization and Governance

Reykjavík University is a corporation with the following shareholders and their respective ownership stakes:

• Iceland Chamber of Commerce Education Fund: 64%
• Federation of Icelandic Industries: 24%
• Confederation of Icelandic Enterprise: 12%

The university operates as a non-profit organization. Its owners derive no financial benefit from its operations, and it is not permitted to distribute dividends to shareholders. RU has a service agreement with the Ministry of Education, Industry, and Innovation, under which the government provides funding per student at the university. In addition, tuition fees are charged to students.

Management and Administration

RU management falls under the University Council's responsibility. The University Council appoints the university’s rector, who represents RU, oversees daily operations, and is accountable to the council. The rector appoints deans of faculties, directors, and other staff reporting to them.

RU´s Rectors

 

Guðfinna S. Bjarnadóttir, Rector of Reykjavík University (1998–2007)

Oversaw a Ninefold Increase in Student Enrollment

Guðfinna Sesselja Bjarnadóttir was a doctoral student and consultant in the United States from 1986 to 1999. She earned a PhD in Behavioral Sciences focusing on Management from West Virginia University in 1991 and founded her own consultancy, LEAD Consulting. She worked as a consultant in the U.S. and internationally during her studies and afterwards until 1999. Guðfinna became Reykjavík University's first rector, serving from its founding on September 4, 1998, until 2007. Following her tenure as rector, she served as a Member of Parliament for Reykjavík from 2007 to 2009. She later established LC Consulting in 2009, specialising in strategy, management, project planning, and implementation.

Strong Momentum in the Early Years

Reykjavík University was formally established on September 4, 1998, originally as the Reykjavík School of Business.

The most important thing initially was recruiting talented staff and students for the university. From its inception, Reykjavík University was meant to increase the competitiveness of Icelandic businesses. Three guiding principles were set for the university from the start: innovation, technological development, and international collaboration. We thought big and aimed to see RU become a small but powerful university that would one day earn international recognition for both teaching and research

Despite limited resources, she recalls tremendous energy devoted to building the faculties, teaching, and research.

Wished for the Merger of RU, Iceland University of the Arts, and Bifröst

Guðfinna recalls that in RU’s first academic year, 750 students applied, but only 195 were admitted.

This has often been the case at RU: a large number of applications, but only a portion of applicants being offered admission.

She highlights the importance of early decisions, emphasizing the careful selection of staff committed to building a competitive university. Asked if she would have done anything differently, Guðfinna said.

I would have liked to start offering engineering and technical programs from the beginning, alongside building the Computer Science department. However, the School of Engineering and Technology became a reality until the merger of RU and the Iceland University of Technology on June 1, 2005. That merger, however, was very successful. At the same time, I would have liked to see RU join forces with the Iceland University of the Arts and Bifröst University to form a single institution. I believe this would have created a stronger university with limitless collaboration opportunities for academics and students compared to what we have now.

I would have liked to start offering engineering and technical programs from the beginning, alongside building the Computer Science department. However, the School of Engineering and Technology became a reality until the merger of RU and the Iceland University of Technology on June 1, 2005. That merger, however, was very successful. At the same time, I would have liked to see RU join forces with the Iceland University of the Arts and Bifröst University to form a single institution. I believe this would have created a stronger university with limitless collaboration opportunities for academics and students compared to what we have now.

Pride and Gratitude for Nine Years of Service

When asked if it was a fulfilling time, Guðfinna responded:

It was a wonderful time, each day unique, with countless small and large victories to celebrate. Adversity often hit us hard, but all the challenges strengthened us and reinforced the work at RU. By the fall of 2006, RU had 2,800 students—nine times the number enrolled when the university opened in 1998. For years, I had advocated for innovation and followed the principle that it is time for pioneers to make way for others after about eight years in a position. Staying true to this, I stepped down as rector early in 2007. I am both proud and grateful for every one of the nearly nine years I served as rector. This period was unique in the development of higher education in Iceland, and the landscape changed in line with the vision we had set for RU. The proportion of university-educated individuals in the Icelandic labour market doubled—from just over 13% in 1997 to more than 26% in 2007.

Guðfinna predicts an even greater transformation in Iceland’s higher education landscape.

It’s likely time for further consolidation and mergers, but mainly for strengthening the higher education sector. I have long believed that education is the foundation for any nation's cultural, social, economic, and industrial progress.

Svafa Grönfeldt, Rector of Reykjavík University (2007–2009)

Proud of RU's Achievements and Its Students

Svafa Grönfeldt served as the Rector of Reykjavik University from 2006 to 2009. She holds a PhD from the London School of Economics. Before taking on the role of Rector, she was Deputy CEO of Actavis while also serving as a lecturer at both the University of Iceland and Reykjavik University for many years, teaching management and marketing.

Svafa currently works as an Executive Director at the international pharmaceutical company Alvogen Inc., which operates in 37 countries. Her role involves driving the company’s global expansion and integrating operations worldwide. Additionally, she serves on the board of Össur.

As a result, I can say that throughout my career, I have been involved in building companies and helping to establish organizational structures. I am, therefore, an unusual mix of a radical entrepreneur and an organizational architect.

Most Proud of Strong Collaboration with Students and Staff

During Svafa’s tenure as rector, the design and construction of RU’s new facilities in Nauthólsvík took centre stage. She also led changes to the university’s organizational structure, aiming to enhance research and teaching quality further.

I’m most proud of the exceptional collaboration with the students and staff of the university. Together, we built this magnificent building and implemented changes to the university's operations, achieving our goals even when most would have given up. RU’s community stood united and worked hard to meet the challenge.

When asked if she would have done anything differently, she responded:

We focused heavily on partnerships with foreign universities and built a strong international network, but I wish we had achieved more active collaboration with Icelandic universities. In particular, I find the idea of a 'fusion' between business, technology, and the arts very exciting.

Sometimes Misses Her Time at RU

Reflecting on her time at RU, Svafa described it as "extraordinary.

It’s a great privilege to work in academia, whether in administration, teaching, or research. I undertook a specific project to develop the university and implement organizational changes, then returned to the corporate world. That’s where I feel most at home, but I still sometimes miss my time at RU and the incredible people I worked with. I feel proud whenever I hear about the university and its students succeeding.

The Importance of Nurturing Students' Creativity

RU’s position is continuously strengthening, as demonstrated by the competence of its graduates and its robust research activities," Svafa stated when asked about RU’s current status. "Expanded academic offerings and improved facilities enable us to enhance Iceland’s standing and provide a solid foundation for economic innovation. To leverage education for innovation, we must do more than link universities, businesses, and funding. We also need to ensure students have a clear vision for the future and confidence in their ideas. It’s essential to give them the tools and environment to unleash their creativity and turn their ideas into reality," Svafa concluded. 

Ari Kristinn Jónsson, Rector of Reykjavík University (2010–2021)

Education is Economic Policy

Dr. Ari Kristinn Jónsson served as Rector of Reykjavík University (RU) from January 2010. He emphasized that universities are primarily an investment in a nation’s capacity to create value and improve quality of life. He believed that universities should not exist as ornamental institutions or social programs but as entities responsible for meeting the needs of the societies they serve.

Ari observed that RU had undergone significant changes since he first taught there in 2001.

The university has grown tremendously during this time. In 2001, all RU operations fit into the A-wing of the building at Ofanleiti, focusing on undergraduate education in computer science and business, serving a few hundred students. By 2004, the facilities had doubled in size, and when I joined RU in 2007, it had merged with the Icelandic Technical College, significantly increasing the university's scale. Today, RU operates Iceland's largest educational and research facilities in technology, business, and law, based in its purpose-built campus at Nauthólsvík, serving approximately 3,500 students.

A Strong International Research University

Ari highlighted that RU had evolved from primarily a teaching institution to a robust international research university.

Around 2007, a significant effort was made to enhance research at RU, and the results have been remarkable. Research publications per academic staff member have multiplied over the last seven years, as have RU’s grants from competitive funding sources. Today, RU leads Iceland in technology, business, and law research.

Despite these transformations, Ari noted that RU had retained its essential characteristics.

RU remains an attractive workplace with excellent staff and a strong organizational culture. It is still dedicated to its founding mission of serving the needs of Icelandic society and industry through education, innovation, and research to enhance competitiveness.”

The Foundation of Icelandic Technical Education

On October 2, 2014, RU celebrated the 50th anniversary of the Icelandic Technical College (Tækniskóli Íslands), which later became the Icelandic University of Technology and merged with RU in 2005. Ari stressed that this milestone was significant not only for RU but also for Iceland. “Establishing the Technical College was a crucial first step in building technical education in Iceland. Whether in construction technology, mechanical engineering, computer technology, or other fields, the college’s contributions have been invaluable in developing knowledge and skills in these critical areas, ensuring Iceland’s industry could lead societal development.”

Ari also reflected on the importance of the 2005 merger between the Icelandic University of Technology and RU, stating that both institutions were founded to address the needs of society and industry. He emphasized that the merger resulted in a stronger university that has greatly increased the number of graduates in technical disciplines, including engineering and technology.

An Exceptional Workplace

Ari described working at RU as a privilege. “The staff here are incredibly talented and a pleasure to work with. One key factor is RU’s clear and vital mission for Icelandic society. Education and research to build the country's future economy are among the most important tasks anyone can undertake. These are the foundations upon which so much else depends.”

He likened RU’s mission to the work he witnessed during his 16 years in Silicon Valley, where new knowledge and a highly educated workforce fueled its status as a global hub for high-tech innovation. “RU has always been about creating new knowledge to make us better, stronger, and more competitive—not for the institution itself, but for Iceland, our students, our industry, and our future.”

The Need for Change

Looking ahead, Ari emphasized the importance of RU’s ability to adapt. “We’ve achieved significant success in recent years in both research and education, but this should not be seen as the endpoint. The world constantly changes, and RU must actively shape these changes while adapting to new circumstances.”

He acknowledged the need to develop RU’s facilities further, including student housing and innovation hubs. Ari also predicted significant changes in education methods, driven by technology and evolving societal norms, with future generations increasingly relying on self-directed learning supported by accessible resources.

A Mindset Shift for Iceland

Ari underscored the need for a shift in mindset within Iceland to maintain global competitiveness. “We must strengthen innovation and intellectual value creation while ensuring sustainable use of our natural resources. Education is the foundation for this transformation, and RU plays a crucial role in building that foundation.”

Ragnhildur Helgadóttir, Rector of Reykjavík University (2021–2026)

Ragnhildur Helgadóttir brought extensive leadership experience to her role as Rector of RU in 2021. She had previously served as Dean of RU’s School of Social Sciences from 2019 to 2021, overseeing the business, law, psychology, and sports science departments. Ragnhildur is a distinguished scholar and leader who has been a professor at RU since 2002 and dean of the School of Law from 2014 to 2019.

She has served as Chair of Iceland’s Science and Technology Policy Council, as an ad hoc judge in Iceland’s Supreme Court, and in negotiations with the European Union. She has also taught at universities in Canada, France, and Norway and holds an honorary doctorate from the University of Bergen.

Under her leadership, RU continued to thrive with a growing student body and a strong focus on innovation and research. Ragnhildur’s vision emphasized fostering talent, strengthening international connections, and maintaining RU’s role as an Icelandic education and research leader.

Rectors of the Icelandic Technical College

Bjarni Kristjánsson, Rector of the Icelandic Technical College (1964–1990)

Received the Green Light from the Minister

Bjarni Kristjánsson served as Rector of the Icelandic Technical College from 1964 to 1990. Trained as a mechanical engineer in Germany, Bjarni continued teaching mechanical subjects at the college after stepping down as rector. Reflecting on his post-retirement years, he remarked, “I finally attacked the pile of books I hadn’t had the energy to read before. I even wrote a book, Glettni veiðigyðjunnar (The Playfulness of the Fishing Goddess), published in 2012.” Now in his nineties, Bjarni enjoys fishing and mountain hiking.

Unity Within the Institution

Bjarni’s proudest achievement was graduating the first cohort of Icelandic building technologists. He recalled requesting permission for this initiative from the then Minister of Education, Gylfi Þ. Gíslason, who encouraged him with the words, “Go ahead.” Laughing, Bjarni reminisced, “After 25 years, the college had expanded to 14 departments, with industrial technology on the horizon. It offered diverse construction, machinery, and electricity programmes, and many students also pursued business management. It all worked well, with strong unity within the institution.”

Slow Development

When the college celebrated its 25th anniversary in 1989, Morgunblaðið interviewed Bjarni. He emphasized that the college’s primary role was to provide education that would increase the nation’s productivity in the long term without compromising environmental conservation. However, he noted that the institution’s growth had been too slow to meet the rising demand for technical education. Asked about technical education today, he admitted, “I stopped following it closely after retiring. I had my opinions back then but realized when it was time to step back. My wish is for Iceland to continue excelling in technical education.”

Guðbrandur Steinþórsson, Rector of the Icelandic Technical College (1990–2002)

Technical Education Built on Natural Laws

Guðbrandur Steinþórsson served as Rector of the Icelandic Technical College from 1990 to 2002. He earned a degree in civil engineering from the Technical University of Denmark in 1972 and joined the college as a full-time lecturer in 1981. He continues teaching in the engineering and technical departments at Reykjavík University.

Reflecting on his tenure as rector, Guðbrandur highlighted a significant expansion of the college’s offerings. “We established technical programs in all the major fields, modelled after those in comparable countries, particularly Denmark.”

While technology has evolved rapidly, Guðbrandur noted that the fundamentals of technical education remain unchanged, as they are rooted in natural laws that have persisted for centuries. However, he expressed disappointment in the lack of support from the government for technical and vocational education. “These fields are undoubtedly more expensive than traditional academic disciplines, but they’ve been neglected. Despite grand statements during celebrations, no action has been taken.”

When asked whether the issue stemmed from funding shortages or a lack of interest, he replied, “Funding is a key driver, but those involved in decision-making often have limited knowledge of these fields. If you look at the educational backgrounds of members of parliament over the past decades, you’ll find very few engineers or technologists. Off the top of my head, I can name three, though there may be more.”

Looking Ahead

Guðbrandur expressed satisfaction with Reykjavík University’s current direction and advocated for continued alignment with industry developments. He emphasized equipping students with versatile skills to adapt to various roles.

Stefanía Katrín Karlsdóttir, Rector of the Icelandic University of Technology (2002–2005)

The Need for Prioritization in Education

Stefanía Katrín Karlsdóttir served as Rector of the Icelandic University of Technology from 2002 to 2005. Her diverse background includes fisheries, food science, and business administration expertise. With experience in local government and financial management, Stefanía runs her company, Matorka.

Her tenure coincided with the college’s transition to university status in 2002, requiring extensive structural adjustments. “We had to align the institution with new regulations and make significant changes to its infrastructure, but the college was built on a solid foundation. This work was successful, and we managed to stay within budget by the second year as a university, which is always a challenge for publicly funded institutions.”

Resistance to Institutional Mergers

At the time, the university operated out of modest leased facilities. Discussions about constructing a new building led to broader debates on the future of higher education in Iceland, including potential mergers. Stefanía strongly believed that Iceland’s small population could not sustain so many universities. “There should be, at most, two or three universities. Programs could be more focused, strengthening the quality of academic disciplines. However, proposals for merging public institutions often face resistance due to internal or political interests.”

Although the Icelandic University of Technology's merger with Reykjavík University faced criticism, Stefanía acknowledged that technical education has since received greater support at RU. “During the merger, there were concerns that RU’s focus on academic studies would overshadow technical programs, which are inherently more expensive. Public funding models often incentivize institutions to admit students in less costly programs, leaving technical education underfunded. At the same time, demand for technically trained professionals has grown, and we need to better align education with labour market needs.”

Revisiting National Education Policy

Stefanía advocated for a long-term, measurable education policy to better utilize public funds and address redundancies in the system. She compared this to municipal planning requirements, which outline priorities decades into the future. “A similar approach should be applied to education, ensuring that multiple schools don’t offer the same programs in a small society. Labour market trends already show an oversupply of certain qualifications.”

Her closing remarks emphasized the need for systemic reform: “We have seven universities competing for limited public funding. To use these resources effectively, we must reassess and prioritize education policies, ensuring they meet the nation’s needs while supporting economic and social development.”