Tecnocampus Mataro Maresme Leonar Janer

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http://www.terrtoires-de-demain.org 1

RENCONTRES DU NUMÉRIQUE DE L'ESPACE MOBILE DU SUD CHARENTE

ET ETATS GÉNÉRAUX DU RÉSEAU DES LIVING LABS ET ESPACES FRANÇAIS DE L’INNOVATION

(Mercredi 24 octobre 2012 – Jeudi 25 octobre 2012)

Tecnocampus Mataro Maresme

Leonar Janer

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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park

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Where

company and

university go

hand-in-hand

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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park

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Contents

1. The Present

2. Strategic Planning

3. The future

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TecnoCampus is an initiative promoted by the City Council of Mataró and the main stakeholders of the territory in a strong public-private partnership collaboration that shapes a business and knowledge based PARK.

This is a singular model where a unique institution, the TecnoCampus Foundation, is the managing organization for both the business park and the University Centre.

This is a model that envisages the development of a real Knowledge hub as a result of the creation of a virtuous circle in between university and companies, that represents 30 years of university studies in Mataró, and an investment in a new Campus and a Park opened in 2010 November. The Park head office is a 50.000square meters environment that integrates three university schools, the CETEMMSA technological centre, a business incubator and flexible spaces for the emplacement of innovative and technologically based companies.

The Park is a project promoted and financed by the City Council of Mataró, with the support of the main economical and social stakeholders of the territory.

This municipal effort promoting strategies that are linked to the University, the entrepreneurship , and the R+D+i had labeled the project with the honor of and Innovation given by the Economy and Competitiveness Spanish Ministry.

Introduction

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Population stats:

GDP stats: Territorial GDP/Catalonian GDP

Area Number of

Inhabitants _Catalonia% over People aged ₁₈

Maresme 434.879 5,77% 4.268 Vallès Oriental 399.900 5,30% 3.784 Subtotal 834.779 11,07% 8.052 Metropolitan Region 4.777.042 63,36% 49.349

Main setting figures: demography and GDP

Area % over Catalonia Maresme 4,09% Vallès Oriental 5,43% Subtotal 9,52% Metropolitan Region 37,63%

The territory immediately influenced by TecnoCampus can be divided into two areas: (1) Maresme and Vallès Oriental areas of direct impact of the activity-, and (2) the Metropolitan Region area, as scope area, and where Mataró is considered as the Northern Gateway of that Big Barcelona.

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1997: EUM (Escola Universitària del Maresme) is created by the Council of Maresme region.

1982: EUPMt (Escola Universitària Politècnica) is created by the City Council of Mataró.

1999: Director Plan for the Information Society of Mataró. TecnoCampus Foundation creation for the IT/IS development in Mataró. EUPMt has 1.327 students, and EUM has 1.173 students.

Development of the

project

Activity opening

Bases and premises

1982- 1999

2000-2009

2010-nowadays

Some historical data

2004:. New mission for TecnoCampus: the promoter of the Park. Definition of TecnoCampus model, as a Science and innovation park.

2007: Foundation stone ceremony for the Park.

2009: EUPMt and EUM activity is subrogated to TecnoCampus. Municipality of Mataró Business Creation Services are subrogated to TecnoCampus. The total number of students is almost 1.000.

30 / 2

2009- 10: New degrees deployment according to the EHEA model.

2010: Opening of TecnoCampus Park. Beginning of activity and definition of a wide portfolio on entrepreneurship services.

2010: ESCS (Escola Superior de Ciències de la Salut) is created as a TecnoCampus Foundation School.

2012: New degrees (Marketing and Digital Communities, and Physical Activity and Sports Science), with a total offer of 10 degrees and 3 master programs, with 1.782 students in 2012, and a projected figure of 2.100 students on 2015.

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Space of 10.818 m2. Investment of: 15,6 M • 10 Degrees • 4 Master degrees • 12 Post-graduated degrees Space of 15.136m2. Investment of: 18 M 82 settled companies

80%

Occupancy in the Park

The who and what. Some figures and stats

1.782

Students in 2012.

431 students engaged as first

trial (75,8% over total)

CETEMMSA

UNIVERSITY CENTRES

BUSINESS

CENTER

INCUBATOR

AUDITORIUM

Space of 1.089m2. Investment of: 1,35 M 23 settled companies Space of 2.528 m2. Investment of: 4,5 M 197 activities 2011- 2012

167

People working with TecnoCampus

Teaching and Research Staff: 61 %

Services and Administrative Staff: 39%

12,2M

Annual budget(EPE+ Foundation)

TCM INNOLAB 47% 34% 19% EUPMT EUM ESCS

The present

TCM1: University building TCM2: Business Centre TCM4: Convention Centre TCM3: Business Centre Foyer

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The management of the Park

TecnoCampus is a project promoted by the City Council of Mataró , that has undertaken the most of the investment.

Real Estate property of the Park is by EPEL TecnoCampus, a local public institution 100% owned by City Council of Mataró. The management and working operation is done by TecnoCampus Foundation, as a public-private partnership institution. EPEL as the promoter institution agrees with TecnoCampus an affecting price for the renting of the spaces.

TecnoCampus Foundation is divided into two main areas of activity: (1) University Centers and (2) Business and Innovation Area. General Manager will encompass into a unique strategy both areas, the University and the Business and Innovation Centre. From a Human Resources perspectives, TecnoCampus Foundation is a work team of 167 persons: 61% Teaching and Research Staff, 15% Business and Innovation Area, 15% General Services and 9% Support to Universities.

The present

BOARD/PRESIDENCY

GENERAL MANAGER

EUPMt EUM ESCS BUSINESS + INNOVATION AREA

BUSINESS CENTER REAL ESTATE BUSINESS CREATION CENTER TECHNOLOGY TRANSFER CENTER

UNIVERSITY CENTRE SUPORT

GENERAL SERVICES: ADMINISTRATION / MARKETING / HUMAN RESOURCES / INFRASTRUCTURES / GENERAL SE CRETARY

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40% 26% 34% 68% 13% 19% 89% 10% 1%

2009

2012

2015

TecnoCampus Foundation revenue evolution

Student taxes Services and projects Public funding

Student number evolution at TecnoCampus University Centers

0 500 1000 1500 2000 2500 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015

In the period 2009- 2013, the total number of students at TecnoCampus will be increased in a 100%

Turnover and students progression

Number of students

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Electronics and Automatic Control Engineering Engineering

Engineering Media

Administration and Innovation Management

Leisure Management

Business Administration and Innovation Management/Tourism and Leisure Management

and Digital Communities Entrepreneurship and Innovation Destination Management and Tourism and Leisure Facilities

Activity and Sports Science

Chronicity and Dependence

The portfolio of university degrees at TecnoCampus

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Sectorial supply all in one

TECHNOLOGY BUSINESS

TEACHING:

-Administration and Innovation Management

-Communities -

Management RESEARCH:

-CEO: Competences, Entrepreneurship and Occupancy

-GRABET: Applied Research in Welfare Economics and Tourism.

HEALTH-AND-BUSINESS • • Multidisciplinar research TECHNOLOGY - AND - HEALTH • • Multidisciplinar research HEALTH AND WELLNESS TEACHING: - -- -TEACHING: - -

Activity and Sports Science RESEARCH:

-Preemptive health and cancer -Ageing, Dependence and chronicity

RESEARCH AND TECHNOLOGICAL TRANSFER:

•Digital Signal Processing (Biometrics)

•Netlab

•CCU: urban Knowledge Centre

•Power Electronics

•CCI: Integration Competences Centre

The present

TECHNOLOGY - AND - BUSINESS

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- Aprendre a Emprendre (learning entrepreneurship): Entrepreneurship spirit encouragement addressed to primary and secondary school students in Mataró.

- TCM Innolab: Pre-incubation lab with the ambience and the resources where ideas can evolve into businesses. The ideas incubation centre.

- InnoEmprèn: Mentoring program mainly addressed to innovative business projects.

- University Degree in Entrepreneurship and Innovation. -Cre@tic awards: Best business project prize that is worth 15.000.

- The incubator: Start-up speeding up space for up to three years.

- Financing forum. The place where the financing of a project can be solved

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TecnoCampus has in effect 43 agreements with international university centers.

From those, 34 are in Europe, mainly in the Central Area (France, Germany, Poland, Belgium and Switzerland), Italy and United Kingdom.

Besides, some cooperation and exchange program agreements are in effect with Central and Southern America (Mexico, Dominican Republic and Argentina), and one with China.

Most of the agreements are exchange programs for students and teaching and research staff (81%). The remaining agreements are cooperative programs for research, teaching and technological transfer projects.

Nowadays, the main objectives in the area of internationalization are:

• To increase the number of University Centers with agreements, mainly for students and teaching and research staff.

• To promote TecnoCampus Summer School Campus.

• To increase the number of international projects in cooperation.

TecnoCampus University Centers: an international campus

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WHAT ARE WE?

A University Center

A place for

start-ups, at a reasonable

cost and with

financing facilities

A business center

where resources and

training are easy to

get

A park, with flexible

offices, on m2 and

services, top rated in

quality

WHAT ARE WE

OFFERING ?

Upstanding

and University

Tutelage, mentoring

and support for

entrepreneur

growing

Access to advanced

research and

business innovation

programs

Well standing and

corporate image at

the Park. Students,

Networking and

Access to innovation

programs

WHICH IS THE RESULT?

A brilliant future for

our students

A pool of innovative

and of new creation

companies that will

compete on a global

market and will

create occupancy

The growth and

acceleration of

companies

The development of

a real Knowledge

hub as a result of the

creation of a virtuous

circle in between

university and

companies

Value Creation

Students

Entrepreneurs

Businessmen

Companies

Value revenue

C

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The present

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Strong crises: GDP forecast with a decrease (-1,7% and 5,7 M unemployed people). Decline in consumption. Lack of credit. Reduction in R+D funding and increase for university fees (60% in medium stripes)

Knowledge society. The world is organized in a knowledge-intensive economy that creates knowledge hubs, requiring universities that will be the protagonists of such transformation (knowledge based economy)

Globalization. Staff requires a constantly changing curriculum, focused on the development of skills related to talent, innovation, competitiveness in a global environment and creativity for being really open minded people.

Entrepreneurship on the rise. The lack of economic competitiveness and low productivity raise the value of innovation and personal curriculum. The lack of opportunities and the growth of business on the net, stimulate entrepreneurship.

Some boundary and environment conditions

Demographics growing. The growth of people aged under 18 (21% forecast in 2020). The growth in demand for university studies (nowadays 40% youth) due to the unemployment and a strong need for highly trained professionals.

ICT demand unsatisfied. There is a demand for well-trained ICT professionals not satisfied by the system. There is a lack of vocations among young people for engineering studies. In parallel, it is identified a market need for technology managers, technologists and digital experts.

Governance on debate It is open a debate on the need for new models of university governance that foster excellence: society needs to overcome the gap between university and companies, to improve efficiency and to focus on current training needs.

Titles expansion. The deployment of the EHEA and LOU in Catalonia results in an organic growth of technical schools. The open university degrees catalog makes possible to create new degrees focused on the needs and double degrees.

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SWOT Analysis

• STRONG MODEL, well defined and with a great capacity to create a co-evolution space of talent, entrepreneurship and business.

•CRITICAL MASS big enough in a territory with an entrepreneurial culture and a growing in the number of applications by students.

•AGILITY in the government by a Foundation rooted in the region (that is democratic and representative) that can act as a mini-university with its own model.

•PROXIMITY CULTURE and close in the deal.

•COMMITMENT of so many highly motivated teams.

• HIGHLY INNOVATIVE on degrees and masters (80% revenue comes from that are less than three years old) EXCELLENT FACILITIES in a privileged location just in front of the Sea.

-COST-VALUE. Enhancing balance between product cost and market differential value.

-GAP between university and companies.

• LACK OF R+D and increase of national and international indexed articles.

• CULTURES diversification and intercultural conflicts as the result of the recent merging of university centers and other services

• LACK OF ALIGNMENT. Important dispersion in focus. Lack of incentives to enhance and differentiate.

• AVERSION TO CHANGES. Lack of internal ability for risk management

• DOUBLE AFILIATION (UPF and UPC) which is restricting teaching, organization and brand references.

•GOVERNANCE weak governance capacity based on the overlap of different models based on various historical legacy and mergers.

- FINANCING of the investment unstructured.

• LOCAL POLITICAL WILL strongly favorable to TecnoCampus.

•UPF. Responsiveness of UPF, focused in innovative models and university degrees related to their interest and usability in the territory.

•EARLY RETIREMENTS that can allow teaching and research staff renewing.

•UNIVERISTY CENTRES INTEGRATION that deeps in a transversal model that stimulates human resources and can define double university degrees both intra TecnoCampus as international.

•TECHNOLOGY ON EDUCATION. New digital technologies applied to improve teaching and looking for new target groups.

•CETEMMSA and the integration with such big and important institution will build a single project with strong potential.

•BARCELONA as a brand , as a Mediterranean brand.

• CRISES. Economic crises effects on university fees, offices prices, public funding for R+D

•UPC. Low responsiveness by the UPC in our growth

•ENGINEERING DEGREES (12%) in danger of losing weight in the project despite 95% employment for graduated students.

•HIGH EXPECTATIONS on stakeholders for TecnoCampus project.

•COMPETITION from other entrepreneurial hubs (Wayra, SeedRocket,..). University education market liberalization.

•LACK OF DIFFERENTIATION. Competition with other private university centers with more aesthetically products.

•LOCAL INFLUENCE and relevance in a competitive environment that requires strong and solid storyboards.

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

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Such a mission can be carried out through:

I) The generation of ENTREPRENEURIAL TALENT

II) The activity of BUSINESS DEVELOPMENT

The Mission

To develop productive fabric that will be generator of employment, wealth,

knowledge and quality of life in the region.

The Mission

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ACADEMIA

C

AMPUS

FOUND

ATI

ON

ACADEMIC DIRECTOR TE CHN OLOGY

RESEARCH GROUPS

TEACHING UNITS

ACADEMICAL SECRETARY

INNOVATION, QUALITY DIRECTOR

UNIVERSITY SERVICES

TR

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UNIT

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CR AI ACADEMICAL OFFICE JOB BANKING DIGITAL FACTORY SOCIAL AND SPORTS ACTIVITIES

PARK

ENTREPRENEUR SUPPORT SERVICES

INNOLAB

BUSINESS

CREATION

INCUBATOR

VENTURE

CAPITAL

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II. Governance Model

Strategic Planning

DEPUTY HEAD TEACHER COORDINATOR FOR DEGREE N COORDINATOR FOR DEGREE 1 ACADEMIC DIRECTOR BU SIN ESS AN

D SOCIAL DEPUTY HEAD TEACHER

COORDINATOR FOR DEGREE N COORDINATOR FOR DEGREE 1 ACADEMIC DIRECTOR H EALT H AN D W ELL N ESS DEPUTY HEAD TEACHER COORDINATOR FOR DEGREE N COORDINATOR FOR DEGREE 1

INTERNATIONAL RELACIOSHIP DIRECTOR

TRA

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TRANSF

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RESEARCH DIRECTOR

GENERAL SERVICES

FACILITIES MARKETING AND COMMUNICATION FINANCE AND ADMINISTRATION HUMAN RESOURCES SECRETARY AND OPERATIO NS

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IN

TERN

A

TIO

N

ALI

ZA

TIO

N

EN

TR

EPR

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EU

RSH

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ENTREPRENEURIAL

TALENT

Strategic Planning

The Mission

I) Generation of ENTREPRENEURIAL TALENT

Focused on SKILLS specific to the university degrees and ATTITUDES that foster entrepreneurship.

From the main pillars of the TecnoCampus: PROFESSIONALIZATION

Market oriented university degrees with a strong practical and experimental basis.

INTERNATIONALIZATION

Introduction of an international culture starting with people mobility, double international degrees and lectures in English.

ENTREPRENEURSHIP

Core training in entrepreneurship, promotion of entrepreneurial attitude and everything you can need to be an entrepreneur (innolab, innoempren,

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Strategic Planning

An integral project: knowledge hub

UNIVERSITY R+D INNOVATON FINANCING SER V ICES BUSINESS TRAINING ENTREPRENEURSHIP INCUBATOR

• Integral support for business creation • incubator

• Business Center

• Congress and Conference Centre • Advice and support programs • Networking Services

• Support for internationalization • Financing Services :Investment Forums, Investors club, Venture Capital • R & D Center labeled by Tecnio • Cross-training activity (Permanent Master, Postgraduate, Degree, CFGS ...) • Knowledge and Technology Transfer Activity

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The vision represents a commitment to the region that has made the investment and has to be projected

in an significant influence area in the greater Barcelona.

The vision is measurable and ambitious, clearly identified with the creation of economies that will turn

TecnoCampus from the economic engine it is supposed to be into a generator agent of INFLUENCE.

The desire of being a referent involves creating a solid and distinctive product and building a strong

brand linked to the following attributes: (I) Technology, (II) Innovation, (III) Entrepreneurship and (IV)

Quality of live.

The vision of branding is based on the potential of TecnoCampus and its importance as a unique project

that can be placed in the TOM (top of mind) in its class.

The Vision of TecnoCampus

To be a referent in the University-Company relationship both in Catalonia and

Europe in the field of entrepreneurship and knowledge, directly or indirectly related

to the generation of 15% of sectorial GDP growth in the region.

The Vision

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Strategic Planning

The Values

Commitment. Sharing the mission and making it our cause. Developing a critical and

constructive engagement from self-discipline. Adding the existing leadership and

becoming one leader when an issue is unattended. Committed to economic recovery

and the creation of occupancy.

Service oriented. The customer is our reason for being and we can not fail on that. It

has been placed in us the highest expectations: his future. Therefore, we should be

demanding and rigorous, knowing that our decisions are not just a commercial

transaction but a transaction of expectations.

Rigor. As a direct consequence of the importance of the work done. Rigor emanating

from the culture of hard work, the satisfaction of a job well done, the transparency in

management, austerity, teamwork and respect for the organization and its structure.

Universality. Because we are citizens of a global, diverse and plural world. Because we

are committed to the values

of freedom, democracy, ethics in work and progress in a

Social and Market oriented Economy. Because our companies and our students are

working in a highly demanding global market.

Innovation. The essence of the Academia, that it is our home. The result of a critical

spirit, love of science, curiosity, research, reason and the constant search for

excellence, never attainable. Education as the core of our project (from the Latin

meaning Educare that means leading to the light).

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Strategic Planning

Backbone elements of the strategy: basic principles of the strategic plan

TRANSVERSALITY

• Doing permeable both the university area and the enterprise and innovation area

• Integrating all the activity at the university area, both in teaching, and research in a common environment, with the same rules

• Focusing the activity on projects, seeking to achieve an interdepartmental vision with objectives as a group.

• Encouraging multidisciplinary teamwork and a true culture of entrepreneurial university

GOVERNANCE

• Strengthening the Foundation as a governing body

• Fostering a results orientation

• Measuring the quality in an

environment focused on rigorous and transparent meritocracy

• Being excellent as a result of an

environment that values and recognizes SOSTENIBILITY

• Being efficient in managing resources, mostly from private sources.

• Gaining commitment and clear rules with a framework program with Mataró City Council.

• Reaching new revenue lines in competitive tendering

• Achieving economies of scale through transversal activities

• Growing in a balanced way with elements of flexibility.

• Modernizing processes to improve productivity. A U TO N O MY TERRITORIALITY

• Becoming an agent of economic development in the region

• Raising awareness socially about innovation

• Acting as a catalyst for business creation and entrepreneurship

• Transfering knowledge to business

• Acting as a hub of permanent training for professionals

• Generating activity that puts on the map of knowledge nodes the territory

• Developing internationalization projects that connect the region to the world. STRONG TEAM WORK

EXCELLENCE R EC OGN IT ION

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Strategic Planning

The need, the opportunity and the challenge

CRITICAL MASS. A youth in the area that requires to be trained for a global, competitive, super-technological, in constant change and focused on a frenetic innovation world.

STUDIES highly market oriented, application and content oriented, and highly linked with companies and entrepreneurship.

A PROFESSIONAL UNIVERSITY TRADITION inherited of 30 years of university degrees in Mataró, with a need for a solid project where university and company go hand in hand.

A SECTORIAL ACTIVITY centered in 3 areas consistent with the needs of the region hosting TecnoCampus.

An ENTREPRENEURAL REGION THAT SUPPORTS THE PROJECT. A territory with a rich industrial past that has now the opportunity to again be one of the engines of the nation, thanks to its entrepreneurial spirit which endures. The city is committed, excited and proud with TecnoCampus project, in which it can seen a relevant player to be able to change the crises situation and the lack of opportunities.

A UNIVERSITY THAT SUM (which is specially true for UPF) as a prestigious university that recognizes the uniqueness of TecnoCampus project and that takes the project over.

A UNIQUE AND PRIVILEDGE ENVIRONMENT with modern facilities in front of the Sea An upstanding area focused on creativity and innovation.

THE CREATION OF A VIRTUOUS CIRCLE OF COEVOLUTION BETWEEN UNIVERSITY AND COMPANY To make strong our singular model (where university and company go hand in hand), creating a truly virtuous circle between the co-evolution space where talent, business and entrepreneurship meet the university environment that excels and acts as a nucleus of an independent and self-sufficient really prestigious University.

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I.

II.

III.

IV.

Strategic Planning

Strategic objectives I

• A unique adscription to one University, where 3 centers, of three sectors are managed by academic directors and transversal teaching units.

• Consolidation of new degrees and deployment of a highly system.

• Redesigning the Plan to increase the number of PhD and the fields of really applied research at the three university centers.

• Pedagogical innovation using new technologies and the net.

• Strong strategy for an on-line campus and an international marketing campaign.

• Development of new graduated and post-graduated degrees (logistics, marine, energy, bioengineering, e-health, business engineering, biomechanics).

• Promotion of research and technology transfer in a cross-sectorial way

•Creating the Quality Management Unit as core to the project.

• Creating the Internationalization Unit as core to the project.

• Commitment to proximity and personal treatment (tutoring,

in-• English at all level courses, especially in the 3rd_{and 4}th_year.

•Creating a new degree, as one international and teach in English.

•Development of international and internal double degrees.

• Deployment of electronic e-books (tablets for everyone)

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I.

II.

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IV.

II. Campus Field

• Deployment of a Permanent Training School

• Improvement of the Technology Transfer activity (more international)

• Integration with CETEMMSA highly qualify technology center

• International Summer School.

• Campus focused on the popularization of Science, Technology and Entrepreneurship.

• Intensive program for promoting Innovation and Engineering (at secondary schools).

• Focus on the University Community: mobility, Erasmus, IAESTE, accommodation facilities, social activities, employment opportunities and job bank.

•Creating a hall of residence for students.

• Empowering TecnoCampus Language School.

• Improvement of activities towards the merging of university students with companies (internship on companies and in-company scholarship).

• Creating TecnoCampus Sports Club.

• Better funding of CRAI (library) focusing on the promotion of e-books.

(29)

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III.A Park and Entrepreneurship Field

• Intense participation on competitive national and international programs (horizon 2020).

• Promoting CREATIC awards and new programs promoting and popularizing the entrepreneur.

•Business acceleration program.

• Investment Club deployment link to the business and corporate network at the region.

• Deployment of InnoLab, as the innovative and focused for entrepreneurship investment for the future at TecnoCampus.

• Promotion of TecnoCampus business incubator, business acceleration programs and business landing programs.

•Internationalization for the business incubator and all the entrepreneurship programs (talent attraction programs).

• Promoting the figure of industrial and in-company phD.

• Deployment of the project Mataro2020.

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III.B Park/Services Field

• Deployment of a Quality Control Service (SLA , data center, cloud solutions)

• Development of the TecnoCampus project beyond the region with invest in Mataró.

• Improvement of any marketing, communication and networking dynamic with companies at TecnoCampus.

• Stronger University companies connection (establishing university chairs funded by private companies)

• Strengthen social stakeholders to the project (trade

• International real estate promotion

• Ending of Nau Minguell project

• Promoting sports at TecnoCampus

• Expansion of classrooms within CETEMMSA area at the park (synergies with technology center)

•Providing highly valued services to industrial areas of the region

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II.

III.

IV.

IV. Foundation/Corporate Field

• Development and strengthening of the Foundation as representative and democratic governing body.

• Development of TecnoCampus Senate as an advisory board for the strategic accompanying the project, integrated by elected representatives of the Academia, TecnoCampus Park Alumni, former executives at TecnoCampus, and stakeholders of the region.

•Assignment of all the TecnoCampus degrees at a single University.

•Integration of University centers into a single and unique organization with a shared governance model base on competition merit.

•Modernization of the employment framework based on demand, commitment, variable incentives, teaching and

• Deployment of an Balanced Scoreboard, with a transparent and shared set of indicators.

• Efficiency plan for the company, and digitalization of processes, with auto-financing as a goal.

•Deployment of an CSR plan (NGOs, youth, education, gender equality, entrepreneurship for socially complex groups, ethics, cooperatives).

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II.

III.

IV.

V.

• Marketing and promotion activities for university degrees (LINNK, promotion of Engineering).

• Creating TecnoCampus Digital Factory as a content

management and generation factory: highly qualified digital

• Deployment of a CRM tool for structuring communication and marketing.

• Promotion of TecnoCampus.TV an deployment of the agreement with m1TV (DTT)

•Public relationship strategy (events, conferences, International Associations IASP-, media presence,

•Creation of the Maresme Business Club

•Deployment of a Sponsoring program.

• Regional commitment (IMPEM, City Council, MEM, social and cultural associations, CatalunyaEmpren

•Focus on professional oriented secondary schools.

• Promotion of the Conference Center

• Deployment of some kind of TEDxMataró Program

•Deployment of TecnoCampus Alumni community, expanding Alumni involvement with TecnoCampus.

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The future is

ours