The new strategic plan by IBEC was drawn up within the organisation on the basis of a clear overview of what our stakeholders (scientists, business, authorities and society as a whole) need and expect. It sets out to be a tool for the development and consolidation of IBEC as a top-class research centre.
The basic goal of IBEC is to pursue excellent research on the frontiers of knowledge that contributes to enhanced quality of life and health and creates wealth in society. In turn, the IBEC model is based on transformative interaction between scientific disciplines and technologies which are apparently separate from one another in order to create added value with the aim of finding engineering-led leading-edge solutions in health and life sciences. Because of its background and its own capabilities, the institute has the versatility both to generate excellent research and at the same time to cooperate with the authorities and with industry on the development of new systems for diagnosis or treatment.
Early diagnosis, new therapies based on regenerative medicine, better quality of life compatible with an ageing population, and technological advances to increase efficiency and make healthcare sustainable: these are some excellent examples of areas where IBEC can contribute with its cutting-edge research to generate new technological advances of key importance to innovation. These are challenges which concern us because of their social and human repercussions, but also because they have a significant political and economic dimension.
The Strategic Plan is organised in terms of Strategic Goals, Operational Targets and Actions, accompanied by their respective management and results indicators to allow them to be monitored and assure their targets are met, thus fulfilling the centre’s vision and mission.
The Strategic Plan is structured in terms of 4 strategic goals:
- SG1. To consolidate top-class science which enables IBEC to strengthen its international position by focusing its core activity on three areas of application: “Bioengineering for Regenerative Therapies”, “Bioengineering for Future Medicine” and “Bioengineering for Active Ageing”.
- SG2. To develop technology and applications thereof that help to improve business competitiveness and the quality of hospital services.
- SG3. To run a distinctive specialist training programme to attract international talent.
- SG4. To develop a culture of excellence in management, self-sustainability and management by objectives.
IBEC Communications Plan
The IBEC Communications Plan forms an important part of the IBEC Strategy and Action Plan 2014-2017.
This document proposes a new communications structure and strategy for IBEC, based on clear mission statements for the organization and a derived communications architecture. It proposes tactics to address five institutional objectives to which communications can contribute, and sets out a resourcing plan for the Communications Unit for the period 2014-2017.
The reasons to have a communications plan at an organisation like IBEC are manifold:
- To draw the attention of national governments, regional authorities and other public and private funding sources to the needs and eventual benefits of (our) research;
- To attract the interest of potential partners;
- To encourage talented students and scientists to join our institute and enterprises;
- To enhance our reputation and visibility at local, national and international level;
- To help in the search for financial backers, licensees or industrial implementers to exploit our results;
- To generate market demand for any products or services developed.
Human Resources Strategy for Researchers
On April 16th 2015 IBEC was awarded the “HR Excellence in Research” award from the European Commission.
Please visit the Human Resources Strategy for Researchers page.