Tag to make the posts appear under the “Educating the Sector” section of the blog.

Your Comfort Zone isn’t Intermodal – it needs Digital Skills

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Eduard Rodés, Director - Escola Europea - Intermodal Transporrt

Written by: Eduard Rodés,
Director – Escola Europea – Intermodal Transport

We are facing a period of major global change. Global logistics operators are merging, extending their capacity across air, land and sea. Large shipping companies are diversifying their services and transforming into integrated mobility providers.

All of this is having a direct impact on supply chains, which are becoming more and more intermodal and in need of more digital skills. And this doesn’t just affect infrastructure, platforms or processes—it affects people. The professionals who have to make decisions in these new environments.

That’s where the real shift needs to happen. And no, I’m not talking about becoming a computer scientist overnight. I’m talking about being prepared to work in a system that is already digital, already intermodal, and moving fast.

That’s why we built Port Virtual Lab (PVL)—to give students and professionals a way to learn by doing. PVL lets you simulate decisions, understand how your choices impact the full supply chain, and prepare for the kind of scenarios we’re already seeing in real life.

When we talk about “training,” we’re not referring to memorizing abstract concepts. We mean giving people the tools to navigate a world that demands agility, awareness, and coordination across modes and borders.

The map is changing. Asia is increasing its global presence. Africa is rising with new transport corridors. The Arctic opens up new possibilities. All of it means that we’re moving into a new era where logistics professionals will need new skills, and not just technical ones: digital skills, yes—but also collaborative, adaptive, and strategic.

So… If you’re still using “I’m not into tech” as a reason to avoid training, we’re sorry to tell you:

Your comfort zone isn’t intermodal.

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What makes artificial intelligence unique in the port logistics sector?

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In this #DidYouKnow blog post, we explore how artificial intelligence adapts to the specific needs of the logistics and port industry, and how it can improve the management of people, operations, and administrative processes in these highly specialized environments.

The Digital Revolution Is Reaching Our Ports

In recent years, ports have evolved from being just points of entry and exit for goods into living labs for technological innovation. Digital transformation is reshaping the rules of the game in transport and logistics—and one of the most powerful and promising developments is the rise of artificial intelligence (AI).

From predictive systems to process automation tools, AI is proving its value in enhancing operational efficiency. But when it comes to the logistics-port environment, AI applications take on very specific characteristics that are worth exploring.

What Makes AI in Logistics and Port Transport So Unique?

Unlike other sectors, logistics and port transport involve:

  • Complex, highly regulated operational environments
  • Constant interaction between multiple actors (authorities, freight forwarders, terminal operators, shipping lines…)
  • Real-time processing of vast amounts of data
  • A critical need for speed, efficiency, and traceability

AI can help address many of these challenges. Whether optimizing routes and fleet management, predicting demand, or automating customs documentation, its applications are growing fast.

But What About People Management?

When we talk about AI in logistics, we tend to think about automating physical processes. But AI is also reshaping how we manage people across the sector.

In an environment where technical profiles are in high demand and staff turnover is high, using tools that support onboarding, motivation, and talent retention can make a substantial difference.

Generative AI, for example, can:

  • Create personalized training content
  • Automate responses to frequently asked employee questions
  • Analyze performance and workplace climate in real time

Escola Europea’s Commitment

At Escola Europea – Intermodal Transport, we believe digitalization is not just a trend—it’s a strategic imperative for the present and future of the port logistics sector.

Our long-standing experience in intermodal training has allowed us to observe how technology is reshaping the operations, management, and culture of logistics organizations across the Mediterranean and beyond.

That’s why, years ago, we launched initiatives like the Port Virtual Lab, a pioneering digital simulator for hands-on training in international trade and port logistics. But we haven’t stopped there.

We’re now integrating generative AI (GAI) content into several of our training tracks:

  • Marketing and sales
  • People and talent management
  • Financial decision-making and automation of administrative processes
  • Planning and optimization of port and logistics operations

Our goal is clear: empower logistics and port professionals to lead digital transformation with an ethical, strategic, and hands-on mindset.

Because digital transformation isn’t just about adopting tools—it’s about rethinking how we manage, learn, and lead.

Conclusion: A Transformation That Begins with People

In a world where technology evolves at breakneck speed, its true value lies in how we apply it. AI alone doesn’t transform organizations—people do.

That’s why, in port logistics, training is essential. Understanding how AI works in our industry helps us ensure a digital future that’s both meaningful and responsible, built around real challenges and real people.

A 2,000-Year Journey: A Roman Amphora Arrives at the Escola Europea’s classroom

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At the Escola Europea – Intermodal Transport, we are always exploring new ways to make education immersive and meaningful. This week, we took a symbolic leap into the past with the addition of a unique historical artifact to our training space: an original Roman amphora recovered from the Illes Formigues I shipwreck site off the coast of Palamós.

Thanks to a collaboration with the Consorci de les Drassanes Reials i Museu Marítim de Barcelona, the amphora has been entrusted to the Escola in a renewable four-year loan. It is now on display in the Aula dels Estels, located in the Drassanes terminal of the Port of Barcelona—one of our main training classrooms.

Intermodality Across Millennia

This ovoid amphora (Haltern 70 type, small/early variant) now forms part of our Forma’t al Port training programme, which covers port terminal operations, intermodal transport, and logistics. By integrating this ancient container into our teaching, we aim to draw a direct line between past and present logistics practices.

Amphorae were once standardised cargo transport vessels, not unlike today’s containers or semi-trailers. Their use in the ancient Mediterranean is a powerful reminder that intermodality has deep historical roots.

Logistics in Service of Heritage

The transfer and installation of the amphora were managed with utmost care by TM2, a company specialising in industrial packaging solutions. Their team designed a custom-built security box, applied specialist protective materials, and arranged safe transport from the Maritime Museum to our facility—ensuring the artifact’s integrity throughout the journey.

This operation highlights how modern logistics can support the preservation and dissemination of cultural heritage.

The “Amphora Operation” is more than a symbolic gesture—it reflects our commitment to educational innovation, sustainability, and the dialogue between ancient wisdom and modern logistics.

A Milestone Event

To mark the arrival of the amphora, an official event was held at the Drassanes terminal with representatives from all participating organisations:

  • Enric García, Director, Museu Marítim de Barcelona
  • Eduard Rodés, Director, Escola Europea
  • Francesc Bonada, Head of Organisation and Sustainability, Port of Barcelona
  • M. Dolors Jurado Jiménez, Head of Collection Management, Museu Marítim
  • Mònica Jiménez, Director, TM2
  • Marta Miquel, BDO, Escola Europea
  • Reyes Durá, Head of Administration, Escola Europea
  • Carmen Sánchez, Sustainability Officer, Port of Barcelona

From Ancient Markings to Modern Maps

Beyond exhibition purposes, this initiative opens new avenues for education and research. The Escola will explore ancient systems of identification and sealing used on amphorae—historical equivalents to modern tracking codes and security seals.

In parallel, our team will investigate ancient amphora production sites near Barcelona, developing maps and infographics that visualise their commercial networks and manufacturing footprint in antiquity.

#DidYouKnow: AI is quietly changing how we do performance reviews

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In today’s fast-paced professional environments, especially in the logistics and transport sectors, the role of Human Resources is becoming more strategic than ever. New technologies, such as artificial intelligence, are opening up possibilities to improve how we lead teams, detect talent, and support individual growth — but without losing the human touch.

At the Escola Europea, we’re always reflecting on how these tools intersect with real operational challenges. Here’s one area where AI is making quiet, but meaningful, change: performance reviews.

From checklist to conversation: performance reviews in transformation

Performance evaluations have long been seen as a necessary (and often dreaded) process. Managers feel pressure to be fair and constructive. Employees hope to be seen and valued. Striking the right balance is difficult — especially in sectors like logistics, where time is scarce and team structures are complex.

This is where AI comes in.

Across industries, HR professionals are experimenting with tools that aggregate feedback, track performance data, and highlight patterns. These systems don’t replace managers — they support them. They help identify disengagement risks earlier, uncover strengths that might go unnoticed, and provide useful context during evaluation cycles.

The value is in the combination: AI + empathy

However, data doesn’t tell the full story.

AI doesn’t know if someone took on more responsibilities during a team shortage. It can’t sense if someone is navigating personal challenges or stepping up quietly in ways that don’t appear in a dashboard.

That’s where human managers come in — with empathy, intuition, and the ability to contextualise performance in a broader narrative.

At its best, AI enables us to have better conversations, make fairer decisions, and spend more time on what matters most: guiding people toward growth.

What does this mean for the logistics sector?

In logistics and port environments — where work is operational, dynamic, and increasingly complex — HR teams are often stretched. AI can be an ally here, providing clarity in environments full of moving parts.

When used ethically and responsibly, it can improve feedback cycles, strengthen team culture, and support professional development across all levels of the organisation.

Want to explore this further?

At the Escola Europea, we’re diving into these themes in our upcoming course:

Aplicación de la IA en la Gestión de Personas | 30 April 2025 | Port of Barcelona

A practical half-day training designed for HR professionals and business leaders navigating digital transformation in port-logistics environments.

 

We used AI to help draft this article — and a human to shape its tone.

Port Digitalisation

The Future of Logistics: Digitalization, Integration, and Sustainability

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Eduard Rodés - Director of the Escola Europea Intermodal Transport

Written by: Eduard Rodés, director of the Escola Europea – Intermodal Transport

The logistics industry is undergoing a profound transformation. Digitalization, sustainability, and the growing integration of logistics operators are reshaping supply chains, requiring professionals to adapt faster than ever. As new technologies emerge and industry players consolidate their reach across different modes of transport, efficiency and agility have become key to long-term success.

Logistics Integration: A New Era of Connectivity

The trend toward integration is not new, but it has accelerated in recent months. Recent mergers—such as the acquisition of DB Schenker by DSV—highlight how logistics operators are expanding their control over entire supply chains. Shipping companies, once focused solely on maritime transport, now own cargo planes and play critical roles in rail and urban distribution.

This shift is reshaping logistics hubs worldwide, especially in key port cities. Ports and their associated logistics zones are evolving to serve these integrated operators, ensuring smoother transitions between maritime, air, rail, and road transport. The ability to manage these complex multimodal networks effectively is becoming a major competitive advantage.

The Digital Shift: Technology Driving Logistics Forward

At the heart of this transformation is digitalization. Technologies such as the Internet of Things (IoT), artificial intelligence, real-time tracking, and big data analytics are redefining how supply chains operate. The rapid growth of e-commerce has further amplified the need for digital solutions, putting pressure on traditional distribution systems to become more flexible and responsive.

Fast and efficient data-driven decision-making is now a necessity. The rollout of 5G networks is enhancing real-time communication, while predictive analytics powered by machine learning is helping businesses forecast demand more accurately. In this fast-evolving landscape, professionals must continuously upskill to keep pace with new digital tools and strategies.

Sustainability and Decarbonization: The Industry’s Imperative

Beyond efficiency, the logistics sector is also under increasing pressure to meet sustainability goals. The European Union’s Smart and Sustainable Mobility Strategy sets clear emissions reduction targets, pushing companies to adopt cleaner energy sources such as green hydrogen and electric fleets.

However, integrating sustainable solutions across all transport modes remains a challenge. While maritime and rail freight are moving toward decarbonization, interoperability and infrastructure development are crucial to making these efforts successful across the supply chain. Logistics professionals must be prepared to navigate these regulatory and technological shifts while balancing efficiency and environmental responsibility.

Collaboration and Digital Business Models

The rise of digital platforms and collaborative technologies is changing the way logistics companies operate. Cloud-based supply chain management tools, digital freight marketplaces, and automation-driven optimization are becoming standard practice. Collaboration is no longer an option—it’s a necessity for improving efficiency and sustainability.

New business models are emerging, driven by platform economies that connect logistics providers, freight forwarders, and customers in real time. Companies that leverage these tools will be better positioned to streamline operations, reduce costs, and enhance service offerings in an increasingly competitive market.

Preparing for the Future: Digital Skills in Logistics

With rapid technological advancements and increasing industry demands, staying ahead means staying informed. As logistics integrates more deeply with digital tools, automation, and AI-driven solutions, professionals must adapt their skill sets to remain competitive.

Understanding how digitalization shapes modern supply chains is no longer optional—it’s essential. As part of our commitment to preparing the industry for this transformation, Escola Europea continues to provide training that bridges the gap between logistics operations and digital innovation.

The future is being written now, and those who embrace digital transformation, integration, and sustainability will lead the way.

Innovative AI Training for Port Logistics by Escola Europea

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The Escola Europea has recently launched a pioneering series of courses dedicated to exploring the applications of artificial intelligence (AI) specifically within port logistics communities. This initiative underscores the institution’s commitment to integrating contemporary technological advancements into their educational repertoire.

Since its inception, the Escola Europea has been renowned for its experiential teaching approaches, ensuring that students gain practical, hands-on experience in addition to theoretical knowledge. The decision to introduce a series focused on AI applications within port logistics communities stems from the institution’s desire to keep pace with the rapidly evolving technological landscape. With AI increasingly permeating nearly all aspects of employment fields, it is essential to equip professionals with the knowledge and skills to navigate these changes effectively.

Courses Overview

The AI course series has already seen the successful organization of three insightful sessions, all focusing on port logistics communities. With each session taught by a seasoned professional, the courses offer specialized and valuable insights. The first course delved into AI applications in people management within ports, offering participants a comprehensive understanding of how AI can enhance workforce management and development in this specialized field. The second course focused on marketing and sales, demonstrating how AI tools can be leveraged to optimize marketing strategies and sales operations specific to port environments. The third session addressed AI’s role in finance and administrations in port logistics, highlighting its potential to streamline administrative processes and improve financial management within these communities.

The final course in this series, scheduled for July, will concentrate on operations within port logistics communities. This session aims to provide participants with a deep dive into the operational efficiencies that AI can bring to port logistics, from automation to predictive analytics.

The logistics sector, particularly within port communities, stands to benefit significantly from AI integration. AI technologies can enhance various aspects of logistics operations, including inventory management, shipment tracking, and predictive maintenance. By offering these specialized courses, Escola Europea is ensuring that professionals in the field are well-prepared to harness the power of AI, driving innovation and efficiency in their respective roles.

The Escola’s dedication to staying ahead of technological trends is evident in their proactive approach to education. By continuously updating and expanding their course offerings to include cutting-edge topics like AI, the organisation demonstrates its commitment to providing relevant and impactful education. This innovative course series is set to become a staple in their educational offerings, reflecting the institution’s forward-thinking ethos.

Final thoughts

“In an era where AI is not just an emerging technology but a critical component of various industries, staying informed and adept is not just beneficial—it’s imperative,” said Marta Miquel – the Chief Business Officer from the Escola Europea. As AI continues to transform various sectors, the Escola initiative to introduce AI-focused courses within port logistics communities is both timely and essential, fostering a generation of leaders ready to embrace and drive technological innovation.

John Dewey, an influential philosopher and educator, once said, “Education is not preparation for life; education is life itself.” This new series of courses is a testament to Escola Europea’s enduring commitment to excellence and innovation in education, ensuring that the logistics community is well-prepared for the future.

The challenges of digitalization and its impact on training activities in transport and logistics

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Written by: Xavier Lluch i Oms, Consultant in Transportation, Logistics & Information Systems & Professor at the Escola Europea

For many years now, companies and all kind of organisations have improved their information circuits by mechanising, or computerising, etc.

Progress, so far, has been implanted inside the organisations, facilitating the transfer of information between different departments. Commercial departments, operations (transport-warehouse, etc.), and administration, among others are but some examples. In this aspect, applications have evolved from the first ones that comprised a single function (billing, accounting …) to those that seek to solve communication problems holistically for the entire company. Commonly known as “Enterprise Resource Planning” (ERP) , the different existing ERPs compete amongst themselves, but their goal is always to solve the question of information circuits inside the companies. ERPs are solving the need to re-enter data between different departments or functions of the companies above all.

There have been attempts to resolve communications between companies, but they have always been limited to specific business partners. Companies can exchange data but can hardly do so with other commercial partners in general as each connection requires specific agreements. Nevertheless, there are exceptions, such as:

  • Port Community Systems
  • Various initiatives fostered in the maritime world, especially between shipping companies and administrations, within the framework of the “maritime single window environment” (SWE).
  • Some communication subsystems such as the “Automated Identification System” (AIS) used in maritime navigation.
  • Some initiatives in the air world, thanks to IATA standards
  • The contracting platforms or loading exchanges, although each one with its own communication standards.
  • The electronic invoice, to the extent that it has been imposed by public administrations.

All these attempts have not progressed further. This was partly due to the power limitations of data management, but above all due to the lack of complete standardization; making it so that each implementation requires either a manual link or a complicated series of steps of adjusting communications.

In recent years the landscape has begun to change with the EU initiative to constitute the Data Transport and Logistics Forum (DTLF), a true standardization working group, which has set up the conditions for the promulgation of the (Electronic Freight Transport Information) eFTI regulation in 2020.

The implementation of the eFTI regulation (EU) 2020/1056/ is a significant step towards the use of digital exchanges of information in the transport sector. We may be on the verge of a radical change in communication, similar to the introduction of the ISO TC 104 standard in 1961, which opened the gate to the universal use of containers in the transport industry.

The possibility of having standards and an operational architecture within the E.U. creates an enormous playing field. We can now replace paper with the cloud to support or store transport data, and consequently we shall no longer talk about transport documents but about datasets.  At the same time, the possibility to access a much larger market database more efficiently opens infinite new possibilities to organise transports and new business models.

Electronic transport documents within the EU will become widely used and will save a lot of costs, and the increased added value in operations opens a new conception of transport flows.

ERPs will become less significant, (as we will no longer talk about invoicing or accounting programmes ). The new question will focus not on how we enter data but how we manage it.  New business models will appear, based on the possibilities of accessing large amounts of data and organising operations more efficiently.

The speed of adoption of changes depends largely on the attitude of public administrations, which set the rules of the game between companies. But the process is unstoppable and countries that do not follow them will lose competitiveness.

In a mid-to-long, term similar progress shall be extended to the full commercial chain, comprising not only those involved in the logistics or transport chain strictly, but a larger array of actors  (buyers, sellers, administrations, banks…). Technology now allows for highly innovative ways of working, but the complexity of the participants and their divergent interests greatly hinder their adoption.

These new working methods pose medium-term challenges both in the organization of companies and in the training needs of their employees.

A digital cultural background will be required in data exploitation processes. Computer security, digital signatures, data certification and protection, contracting and management of databases, organization of information, legal issues related to electronic contracting, communication systems between companies, and many more that we can now only imagine.

But even if information systems will change, the basic problems will still exist: The lost shipment, the vessel that does not sail as planned; the erroneous declaration of customs; the interpretation of trade rules; incidents of all kinds in transport; compliance with financial commitments; the fight against fraud; the increase in complexity of customs regulations; questions related to the massification of B2C trade, etc. Standardization will not solve everything and a professional transport skill will always be required.

In the next five years companies will probably start to implement some changes, in preparation for what seems a likely horizon:

  • Accentuation of sector concentration, (horizontal and vertical), accessing the large shippers.
  • Disappearance of companies due to absorption into larger groups.
  • Displacement of traditional companies towards market niches, either by transport specialities (pharmaceutical, dangerous goods, temperature controlled transport, hanging clothing, among others) or by routes or geographical areas, or by ancillary services.
  • Emergence of new companies with cloud services: Online contracting, load exchanges with complementary services, among others.
  • In customs clearance, accentuation of the changes initiated with the new customs code and with the expected ones, more centralized clearance, new roles of customs representatives, increased legislative complexity, discussion of the “trusted trader”, changes in e-commerce…
  • Emergence of the companies based on new models (such as Usyncro, Ontruck, Widoit,…)
  • Evolution of data entry solutions such as ERP.

Training activities should reflect the changes expected in the transport industry and specifically in the information flows. Training in logistics should include the foreseen technologies and tools in the training programmes, and some basic concepts in IT with which trainees should become familiar, such as electronic signatures, technologies and concepts related to information (data, metadata, protocols related, databases…), etc. IT Technologies are becoming more and more present in transport and logistics operations. However, it should not be neglected that the transport business requires to be familiarised with all “traditional” operational aspects involved with international transportation and commerce, from Incoterms to payment methods, to packaging and palletisation, customs regulation, international and national transport, insurance conventions, and so on.

The eruption of IT technologies and new and better transport means are contributing to an increase in volumes and to “commoditising” operations. Nowadays there are less uncertainties, less incidents, but it should never be forgotten that international trade is always subject to a number of legal and operational challenges and professionals should be well aware of the consequences of contracting in one way versus another. At the same time the increased volumes of international trade are originating complex problems (including customs issues) that require deeper and more significant professional skills.

Digitisation is inevitable!

And it is up to us now to ensure that we keep up with it, and that we can train our workforce with existing, new, and emerging skills to stay on top of the game.

Navigating the Currents of Change: Insights from the Helm of P&O Ferrymasters

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Oscar Rodenas, General Manager for Spain – P&O Ferrymasters

This month we are launching our “Journeys in Learning” series, during which we will be interviewing key members of our community on topics that are near and dear to us. For this first issue, we have interviewed Mr. Oscar Ródenas Ujaque, the General Manager for Spain of P&O Ferrymasters.

Combining Teaching and Professional Practice

Q1: Reflecting on your extensive experience in the logistics sector, how does this enrich your role as a teacher at TecnoCampus, and conversely, how does teaching inform your professional practice as a logistics manager at P&O Ferrymasters?

The integration of theoretical knowledge with practical application benefits both students and educators. Students gain foresight into their career goals, and educators solidify and expand upon these aspects, infusing their teaching with insights drawn from actual industry experience. This dual approach, particularly for those of us with substantial sector experience, allows us to share real-world scenarios in the classroom, bridging gaps that traditional academic teaching might leave.

The Role of English in Logistics

Q2: With the introduction of teaching Warehouse Management in English, can you discuss the importance of English proficiency for logistics and transportation professionals, especially in your role with the European Management Team at DP World?

Mastery of English is indeed vital, given that it is the lingua franca of business. Ensuring fluency in English is crucial if one aspires to work internationally or maintain cross-border professional relationships. For me, teaching in English is a step towards normalizing its use as a primary means of communication that must be navigated with ease and precision. Professionally, staying current with the logistics market and educational offerings, like the European School’s innovative programs on sustainable transportation, is imperative. Initiatives like the ‘Motorways of the Sea’ demonstrate logistics’ potential to be eco-friendly and innovative, pushing the industry forward alongside societal advancements in digitalization and sustainability.

Hiring for the Logistics Sector

Q3: In your capacity as a hiring manager at a company renowned for its fast-paced logistics operations, what key competencies do you seek in candidates, and do you find that today’s young applicants meet these criteria?

The hiring landscape has indeed shifted; we look beyond impressive resumes and training, which we now consider a given. Instead, we seek individuals who bring unique talents, can relate well to others, and enhance their work environment. We expect newcomers to challenge the status quo with innovative, efficient, and sustainable logistics solutions.

The Attraction and Challenges of the Logistics Sector

Q4: How would you portray the dual nature of the logistics sector, with its exhilarating pace yet demanding environment, to the younger generation?

The logistics sector is challenging and unyielding, requiring professionals to be agile and perpetually learning. It pushes individuals out of their comfort zones and demands their utmost dedication. Simultaneously, it offers an invigorating career—never dull, always rewarding—making it compelling despite its demands. As they say in logistics, once you’re in, you’re hooked, due to its captivating nature. One must be ready to navigate its intensity.

Impact of E-commerce on the Logistics Sector

Q5: Considering the transformation brought by e-commerce to logistics, how do you envision its future development, and what advice would you offer aspiring professionals?

E-commerce, having surged during the pandemic, has since stabilized to a steady growth trajectory. It remains a pivotal force driving logistics innovation, increasingly intertwined with digital technologies and AI. Looking forward, students should remain abreast of industry trends and developments, perhaps through reputable logistics publications.

Experience as Accompanying Professor in the Escola’s MOST Course

Q6: Having served as an accompanying professor on the MOST course by Escola Europea, could you share your experience and the main insights you’ve gained? Would you endorse this experience for your peers?

Concluding with my utmost endorsement, the course was exceptional in every facet. From a professional standpoint, the high-caliber presentations and up-to-date content were impressive. The practical exercises and case study methodology brought a high level of engagement and inspiration for all participants. Witnessing the dedication of students working into the night on case solutions reaffirmed my confidence in the capabilities of the upcoming generations. Beyond the professional realm, the human connections forged during this course were invaluable and deeply enriching.

Ahead of the Curve: Fostering Industry-Relevant Talent at TecnoCampus

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Elisa Sayrol, Academic Director – Tecnocampus

This month we are launching our “Journeys in Learning” series, during which we will be interviewing key members of our community on topics that are near and dear to us. For this first issue, we have interviewed Elisa Sayrol, the Academic Director at Tecnocampus.

Challenges in Talent Acquisition

Q: In the process of enhancing TecnoCampus’s structure by seeking new talent, what are the most significant challenges you’ve encountered? How do you navigate the balance between technical skills and soft skills in potential candidates?”

At TecnoCampus University Center, we actively seek talented professionals with diverse backgrounds. On the one hand, for academic roles, we are in search of both full-time professors and part-time lecturers. The former engage in teaching and research as their primary activity, while the latter, with industry or non-university commitments, contribute on a part-time basis. On the other hand, we also recruit non-academic personnel to provide essential administrative and managerial support across our various processes.

When focusing on academic talent, a notable challenge arises in securing full-time professors with doctoral degrees, especially in specialized fields like nursing. Hiring academics with doctoral degrees in these areas can be challenging due to the high level of professionalism. To make careers at TecnoCampus appealing, we offer growth opportunities within the institution, aligning with the standards set by the Agency of University Quality of Catalonia (AQU Catalunya). This ensures that career progression is associated with high standards in teaching, research, and technology transfer. TecnoCampus is also attractive given that our institution has also a business park and we work to have our academics and our students, in some fields, to interact with the companies in the park.

For part-time lecturers working in industry and other institutions, we highly value their practical experience and effective communication skills. Consequently, the balance between technical expertise and soft skills differs for permanent and part-time positions. Permanent roles prioritize technical skills and technology transfer abilities, while part-time lecturers are assessed more on their soft skills and experience.

Nonetheless, we also prioritize soft skills for our full-time professors. During the hiring process, communication skills are crucial for effective teaching and knowledge transfer to students. To continually enhance these skills, we regularly offer courses for both full-time and part-time lecturers.

Currently, our lecturer distribution comprises less than 50% full-time and more than 50% part-time positions, which contrasts with our goal. However, this distribution ensures the availability of highly qualified lecturers for permanent positions, guaranteeing the quality of education provided at TecnoCampus.

Adapting to Diverse Academic Disciplines

Q2: TecnoCampus spans a wide array of disciplines, from health sciences to maritime business. How do you ensure that the talent acquisition strategy is adaptable and inclusive across such varied fields?

In our various fields, we prioritize the recruitment of academics and professionals who meet high standards. This is why we begin by hiring exceptionally talented individuals who, in turn, attract others of similar competence. Our experience has shown that highly skilled individuals are not only proactive but also inspire younger talented lecturers to collaborate. Simultaneously, this virtual circle, often initiated through research activities, has a positive impact on teaching. Effective teaching draws in excellent students, and satisfied alumni become an asset that ultimately benefits the institution.

For instance, we initiated, some time ago, bachelor’s and master’s degrees in logistics and maritime business because of a talented professor in this area. This professor engaged in research, maintained connections with the industry, and attracted both full-time and part-time lecturers. This virtuous circle continues to draw numerous students each year, even in such a specialized field.

Incorporating Industry Trends into Talent Development

Q3: Given the rapid evolution of many sectors represented at TecnoCampus, how do you stay ahead in terms of developing talent that meets the current and future needs of these industries?

Being in touch with industry and field institutions on one side and being aware of advances in research on the other side, is crucial for educational institutions. Additionally, the balance between full-time and part-time lecturers is very important. It is crucial to promote activities that encourage collaboration between these two profiles, from organizing open seminars to working on joint project proposals or even engaging in joint ventures.

Vision for Future Educational Models

Q4: How do you envision the evolution of educational models in response to the changing landscape of the job market and the increasing importance of interdisciplinary skills?

TecnoCampus has recently defined a new educational model for the coming years, based on three primary goals:

  1. Excellence in the teaching-learning process
  2. Transmitting values to our students to cultivate socially responsible individuals, committed to their environment, and prepared for their professional future
  3. Working towards a robust institution with common goals and seeking synergies among our fields.

The educational plan also incorporates seven soft skills that all our students across different degrees must develop from their first year to the last. To achieve these goals and the acquisition of skills, we have outlined seven specific objectives. Some of these objectives focus on the methodology and providing support to engage students in the learning process. Others aim to promote entrepreneurship, define initiatives across various fields, enhance interdisciplinary skills, encourage internationalization, foster connections with companies and institutions, and expose students to the research conducted by our professors.

In summary, this educational framework is designed to thoroughly prepare our graduates with profound knowledge, instilled values, and the ability to learn how to learn in an uncertain future.

Personal Takeaways from the MOST Course

Q5: Based on your experience with the MOST course by Escola Europea, could you share any key insights or lessons you’ve acquired and how these might be applied to enhance talent management and educational leadership strategies at TecnoCampus?

The MOST course is an incredible experience for our students. It develops certain skills in four days, which usually take more time to accomplish within a classroom. It enhances entrepreneurial, communication, and collaborative skills, immersing students in the challenges that the sector faces by solving a realistic case. Furthermore, it provides an international perspective that students often perceive as distant.

I would like many of our teachers who are in the logistics bachelor’s and master’s degrees, and certainly in other fields as well, to experience the MOST course. Some of the reasons would be to undergo realistic, collaborative, and challenge-based learning, and to get to know their students better to subsequently enhance their motivation throughout their studies. I also believe that professors in other fields would find ideas for interdisciplinary activities.

Another lesson learned is that this experience could be expanded to other fields at TecnoCampus. Find an activity that brings students and professors together for a short period, without internet connection, to truly interact and encourage them to apply their knowledge and abilities.

I strongly believe that the methodology of the MOST course, provided by Escola Europea, is a valuable educational practice.

Building Bridges Beyond Borders: Science Diplomacy in the Mediterranean

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This month we were thrilled to have the opportunity to have this insightful conversation with Mr. Alvaro Albacete Perea, the Deputy General Secretary of the Union for the Mediterranean. In the midst of evolving geopolitical dynamics in the Mediterranean region, we wanted to share this with you to understand the pivotal role of science diplomacy. Mr. Albacete shares profound insights into this burgeoning new field, shedding light on its transformative impact on regional challenges.

In this exclusive interview, he elaborates on the significance of collaborative efforts and the Union for the Mediterranean’s proactive stance in fostering cooperation amid the ever-shifting geopolitical landscape. 

 

 

1. Science Diplomacy has taken centre stage in recent EU policy-making. Our readers may be unfamiliar with the concept, so to help us understand it can you explain the role of science diplomacy in addressing regional challenges in the Mediterranean, such as environmental sustainability and climate change?

Science diplomacy is not simply a rebranding of research cooperation – one of the aims of this approach is building a common agenda to achieve concrete goals through the neutral language of science. In the Mediterranean, it is becoming a powerful tool for focusing on wide regional goals that impact positively all Mediterranean citizens, such as adapting to a shifting climate or making our agriculture more sustainable. Mediterranean researchers, experts and scientists can speak a common language, which policymakers can then use to agree on common goals beyond politics or current circumstances. Effectively, it is a complementary way of doing diplomacy, based on data and facts, where science can shed a light for a way forward even in challenging times of crises or of lacking dialogue.

Let us take the example of climate change: do we really think that an individual polity could fight its most pernicious effects on its population, on the economy, and fight environmental calamities by building alone the most advance environmental agenda, or by advancing in adaptation projects? It clearly requires achieving a common ground of understanding across all Mediterranean Countries of what is needed, and how to do it, and to work on it together. This can be facilitated by science diplomacy.

2. Can you think of some specific examples of successful science diplomacy initiatives or projects in the Mediterranean region that have had a notable impact on policy development?

Allow me to say that in Mediterranean, science has always been a key point of interest between the different shores. Since the Declaration of Barcelona, Science and Research have been identified as cooperation areas. This has led to concrete examples such as the Mediterranean Expert Group in Climate Change (MedECC), which is independent but supported by the Union for the Mediterranean (UfM), which has sounded the alarm with its reports to the worrying trends of climate change in our region, the second most impacted in the world after the poles.

On another front, the UfM Ministers for Research and Innovation have clearly identified as an example of Science Diplomacy in the Mediterranean the Partnership for Research and Innovation in the Mediterranean, PRIMA, which is headquartered in Barcelona and has always enjoyed a strong involvement of the Union for the Mediterranean. This programme, co-financed by the European Union and Mediterranean Member States, is based on an equal footing principles among countries, and provides precious funding for adapting our agri-food system and water systems to the new challenges of the region.

3. How has the Union for the Mediterranean collaborated with the European Union on science diplomacy initiatives, and what outcomes or benefits have been achieved through such cooperation?

Our cooperation with the European Union is structural, since the EU is one of the two co-presidencies that lead the action of the Union for the Mediterranean.

On Science diplomacy, the Union for the Mediterranean has co-organised last month with the European Commission the first Euro-Mediterranean Conference on Science Diplomacy, with more than 80 participants coming from 22 Countries to Barcelona. It has proved a wonderful moment for dialogue, but it has also provided concrete ideas for strengthening our cooperation. The next challenge will be on transforming these recommendations into action.

With the European Union and Jordan, the Union for the Mediterranean is also managing a platform on research and innovation which involves our Member States: this has led to the inclusion in the EU’s main research programme, Horizon Europe of a “Mediterranean Initiative”, based on the priorities identified by this Platform: climate change, renewable energy, and health.

4. With the advancement of technology and globalization, how do you see the educational landscape evolving in the Mediterranean region, and what role does the Union for the Mediterranean playa in this evolution?

Globalization and new technologies are affecting radically the way higher education is provided, but countries in the region find themselves at very different stages on matters related to internationalisation and digitalisation, for example. That is why the exchange of practices and results among Mediterranean countries is extremely valuable. The UfM aims at creating a space of cooperation and exchange of experiences; for that, we support existing regional networks of higher education institutions (HEIs), and we promote regional dialogue among policymakers and higher education leaders. To map the current situation and identify priorities of action, the UfM has also commissioned specific studies:  a report on the internationalisation of higher education in the Mediterranean was published two years ago, and a study on digital education will be launched next year.

5. Can you discuss the challenges and opportunities that arise from increased internationalization and digitalization of education in Mediterranean countries?

Regarding internationalisation, two preconditions to implement joint initiatives emerged from the public consultation the UfM Secretariat recently launched: overcoming practical barriers and creating a common vision on the subject.

The barriers to cooperation on internationalisation are manyfold: asymmetric scientific resources and outputs; differences in the level of high school graduates, financial support, quality control and accreditation schemes; incompatible administrative and financial procedures. There is a strong will to address these barriers to ensure that HEIs in the region may provide fair opportunities for students and staff and increase mobility, which ultimately leads to greater cultural exchange, peer-learning, access to global knowledge and resources, the sustainable development of the region and the promotion of peace and stability. Some concrete proposals were put forward by the consultation’s respondents, such as fostering the standardisation and recognition of curricula and diplomas, facilitating visa obtention, promoting multilingual competencies, or supporting capacity building of individual institutions in the development of their strategies.

Concerning digital education, major challenges are limited infrastructure and qualified personnel, as well as limited digital literacy. Proper strategic planning for digital education is also missing. The report on the consultation presents some recommendations: sharing online tools for peer-learning and the sharing of information; building capacity through regular training of staff; supporting digital readiness for the future by promoting digital skills training; increasing access to programmes and “internationalisation at home” through distance learning and virtual exchange programmes; avoiding competition between online and on-site, having in mind that the future is hybrid.

6. In light of the diverse cultures and languages in the Mediterranean region, how does the Union for the Mediterranean work to promote inclusive and multilingual education for greater integration?

There can be cultural and religious barriers that deter students from going on mobility. Stereotypes impact how students from both sides of the Mediterranean perceive each other. Mobility enables students to experience new cultures and understand alternative perspectives. We know the impact the Erasmus programme had on bringing cultures closer and fostering a common European identity. We thus dream of a similar programme for the Mediterranean area.

The Euromed University of Fes and EMUNI University are two UfM-labelled projects with a regional approach, promoting dialogue, knowledge-sharing and intercultural exchange in the fields of higher education, research and innovation.

The regional approach of the Euromed University of Fes (UEMF) is reflected in the diversity of nationalities of its students and staff, as well as in the contents of its study programmes, which focus on topics important for the integrated development of the Mediterranean region. The UEMF is building a new generation of young people with a unique Euro-Mediterranean profile, who can play an active role in transforming the region effectively and cooperatively. Endorsed by the 43 Member States of the UfM in 2012, the UEMF constitutes one of the UfM’s flagship projects and is part of the Mediterranean Initiative for Jobs (Med4Jobs). In line with the conclusions set by the UfM Ministerial Conference on Strengthening Cooperation through Research and Innovation (Valetta, May 2017) and the 1st Euro-Mediterranean Ministerial Conference on Higher Education and Scientific Research (Cairo, 2007), along with the recommendations of the European Neighbourhood Policy (ENP, 2015), the promotion of international student mobility is a key priority of the University.

The Euro-Mediterranean University (EMUNI University) was established within the framework of the Declaration of the Paris Summit for the Mediterranean (Paris, 2008). The institution gathers knowledge and experience from over 130 universities from 33 different countries, significantly contributing to the creation of an integrated Euro-Mediterranean Higher Education and Research Area. With its headquarters in Piran (Slovenia), EMUNI University’s main mission is to strengthen mutual understanding and intercultural exchange in the Mediterranean region. It does this by implementing accredited study programmes and other educational activities. The university also conducts scientific research and coordinates projects related to Euro-Mediterranean affairs and cooperation.

Inclusive education remains a challenge in many countries. It is fundamental to improve accessibility to higher education, to update policies in the entire education process, and to identify the specific needs of marginalized individuals and groups. The UfM is also promoting actively gender equality: in December, we are organizing a workshop aimed at exploring the technical intricacies involved in drafting Gender Equality Plans (GEPs) in HEIs. Representatives from EU universities who have successfully designed such plans and Southern Mediterranean universities that have set notable examples will showcase their respective situations. The workshop aims at demonstrating the fundamental role of GEPs in fostering inclusivity, with a focus in the STEM areas.

7. In a globalized world, how can the Mediterranean region leverage its unique geographical position and cultural diversity to foster greater integration and cooperation in science, technology, and education?

Like Sun-Tsu would advise, it is advantageous to transform challenges and risks into opportunities. Currently the global arena is undergoing many epochal changes and tensions: from conflicts, to growing sanctions, and trade flows which are becoming more and more under scrutiny. At a time where trading and exchange between partners which very distant geographically is becoming more complicated, this can prove an asset to the Mediterranean region in terms of “near-shoring” as it could push further economic integration.

Nevertheless, trade and economy depend on the people that run it, the so-called “human capital”, which requires greater efforts on education and research for ensuring that the right kind of skills are in the right markets, that cooperation bring forward the appropriate technologies needed for the green transition, and that academic titles become more compatible across countries. An ambitious task perhaps, but even realising a fraction of it would lead to great economic returns.

8. How do you see the broader Mediterranean region addressing the digital divide and ensuring that technological progress is accessible and equitable for all its diverse communities?

Should the digital divide in infrastructure and skills be tackled properly, the Fourth Industrial Revolution brings about a disruptive transformation that affects all aspects of social and economic life. Skills development and digital education play a key role in boosting employability, competitiveness, and growth and in better addressing the challenges of technological change and digitalization of the economy in the region. There is a need to enhance the exchange of good practices, at bilateral and regional levels, in key areas of the Digital Economy.

Partnerships in the UfM framework enable Member States to catch up front-runners. The UfM Regional Platform on Digital Economy and Internet Access has the objective of removing the regional barriers in the digital sector such as e-trust services, e-health, connectivity for research and education institutions, harmonization of legal frameworks, in particular on telecommunications or open data. The UfM Secretariat is using its potential to promote regional harmonization of digital transformation policies and support practical development of digital ecosystems in the interested Member States.