Creation and Authorization

The Doctoral School EDUNIR was created on December 14, 2017, in accordance with Article 9 of Royal Decree 99/2011, of January 28, 2011, which regulates official Doctoral programs.

The Ministry of Education was notified through the Directorate General of University Policy, for the purpose of its registration in the Register of Universities, Centres and Degrees (RUCT), regulated by Royal Decree 1509/2008, of September 12, 2008.

EDUNIR's Strategic Plan

The strategic plan for EDUNIR is part of the framework of the Quality Policy of the Doctorate School, whose mission, vision, and values are the following:


The mission of the Doctoral School is to design, organize, impart, and evaluate the scientific-technological training for research excellence, meeting demand for research and development, and contributing to advancement and social cohesion.


The vision of the Doctoral School is to be recognized for providing excellent doctoral training and for the generation and transfer of knowledge.


  • Maintain the highest standards in scientific and professional activity.
  • Quality, excellence, and internationalization of training with a focus on research training.
  • Open and collaborative research and innovation.
  • Transparency in management and academic and administrative activity.

This policy is especially sensitive to attend to those that, for diverse circumstances, cannot access in-person centers, or for those that can, but prefer more open and innovative solutions that emerging technologies offer online. 

In addition, this policy’s objective is to promote ethical behavior, combat academic dishonesty, defend academic freedom, and prevent any type of intolerance or discrimination against students or faculty. 

The full range of the Quality Policy is apparent in the implementation of the Internal Quality Assurance System, which is described in this manual.

The Quality Policy is available to anyone who wishes to consult it on its website. Its key principles are: 

  1. Make access to university studies available to any person with sufficient previous academic training who wishes to do so, and completely eliminate the social and cultural barriers, as well as physical barriers, such as distance, schedules, and location, that would impede study.
  2. Implement resources for teaching and research through the development of emerging technologies in order to offer a high level of education especially attentive to cultural, technical, and social changes.

Upon these fundamental pillars, the following strategic lines of research action have been defined: 

  • Encourage the attraction and retention of researchers.
  • Increase the number of professors with effective free hours for research and indirect inversions.
    Put in place by the Transfer of Research Results Office, as a pivotal element for the transfer and attainment of patents, in addition to projects and articles.
  • Transfer:
    - Projects
    - Department chairs financed by companies
    - Hiring of people to work on R+D+i projects and contracts
    - Management of industrial and business theses
    - Participation in agreements and/or contracts with non-profit organisations or public administrations for
    activities with special social value
    - Publications to disseminate research (books, book chapters, or articles), activities to disseminate research by means of audiovisual communication, and professional dissemination.
    - Promoting scientific communication and dissemination through the UCCi
    - Development of new PhD programs
    - Positioning in rankings

EDUNIR pays special attention to research development with other countries, with the conviction that the combination of a wide network of relationships, agreements, and activities is of great benefit to all participants.

EDUNIR is in continuous evolution to adapt to the social reality and to the demands of each moment. In order to achieve this, a general strategic plan is considered as an instrument to define the future towards which the center should be heading through a process of reflection and participation of the different parties of interest.

In addition, each year, as a result of reflection and analysis, strategic objectives to achieve throughout the course and the strategic plan, or Kanban, are set, which will align with the transversal program and department objectives.