The document outlines a plan to develop talent in Navarra, Spain. The plan aims to (1) define the key to Navarra's success as talent, (2) diagnose Navarra's current talent situation through data collection and collaboration between agents, and (3) create a strategy through networking, forums, and goal setting to attract, develop, and retain talent for Navarra's priority industry clusters over the next 20 years.

1. Development of Talent in Navarra
• Navarra: who and what we are like
• Talent: the key to success
• The Plan
Göteborg 11/11/2009

2. NAVARRA: WHO AND WHAT WE ARE LIKE
ANAIN:
Public company responsible for:
•Promoting increase of innovation in
companies and administration
•Long term regional economic
strategy

3. NAVARRA: WHO AND WHAT WE ARE LIKE
Surface area 10,421 sq. km.
Population 620,377 people
Unemployment rate 10.39 %
GDP (2008) € 19,218 million
GDP per person 30,614 €
N. GDP European rkg 34
Göteborg 11/11/2009

4. NAVARRA: WHO AND WHAT WE ARE LIKE
R&D&i expenditure (as a % of GDP): 1.89 %
Company R&D&i expenditure: 65.7 %
People working in R&D&i/working population: 17 0/00
• Navarra is currently 78th in the RIS index for innovative regions
in Europe and ranks second among the Spanish self-
governing regions in terms of investment in Research,
Development and Innovation.
• It is the 19th region in the EU with more personnel qualified in
technology
Göteborg 11/11/2009

5. NAVARRA: WHO AND WHAT WE ARE LIKE
The current Model does not guarantee the maintenance and
the increase of the quality of life for the citizens of Navarra
In absolute terms our salaries are too high (an annual
Prosperity
Prosperity average of €22,093 in 2008) to attract new industrial
investment or even keep it....unless this can be offset by
greater productivity.
Productivity
Productivity In the medium term, our salaries will in fact only continue to
improve in a sustainable fashion if are able to do something
“Competitiveness”
new and better.
And this will not be achievable if we do not significantly
Innovation
Innovation increase the capacity to innovate of our companies and our
economy. We must move forward by being different and
Source: Prof. Michael
Porter
arriving beforehand.
We are just too small in a global world, companies in Navarra
must look for markets and networks out of the region, in the
rest of Spain and the world, re-assessing themselves for a
globalised market.
Göteborg 11/11/2009

6. NAVARRA: WHO AND WHAT WE ARE LIKE
• MODERNA is a Strategic Plan to define a New Model of Economic
Development for Navarra in the medium and long term (2030).
• Based on a process of strategic reflection about the potential of Navarra,
and focusing specifically on people, the aim of this Plan is to provide a
vision of how the Navarra of the future ought to be in order to tackle the
challenges raised by the new conditions of the global economy in a
knowledge-based society.
• Work began on this new Model of Economic Development for Navarra back
in May 2008 with the challenge of transforming the Region into a
knowledge-based society, maintaining the weight of its industry and
guaranteeing the sustainable generation of wealth in the long term in
Navarra.

7. NAVARRA: WHO AND WHAT ARE WE LIKE
GDP Per Human Environmental
capita Development Sustainability
Healthcare
Medical Services Medical
Equipment Biotech
Agrifood Mechatronics
industry
Renewable Business
Energies Services
PRIORITY Electric
Vehicles Education and
Knowledge
Sustainable
Construction Generation
R&D and innovation Entrepreneurship
Internationalisation Public Administration
Infrastructures
Energy, Logistics and Transport Collaborative Environment
Talent and Human Capital

8. Global Plan on Talent in Navarra
• Navarra: who and what we are like
• Talent: the key to success
• The Plan
Göteborg 11/11/2009

9. •Talent: the key to success (a holistic approach)
Because in the knowledge area, talent is the raw material to be different and
competitive: people are the source for the competitive advantage
Because it is important to define which kind of talents are needed: Technical talent,
Innovative talent, Entrepreneurial talent, Civic and ethical talent, Social and
humanistic talent, Emotional talent …
Because this implies new challenges for public institutions, educational institutions,
companies and people: a talented workforce, labour mobility, the next generation,
motivation and organization…
Because models and products are changing and anticipation is key in this
demanding and fast-moving society
Because the low demographic growth and new technologies, implies more and new
skills
The ultimate talent of the future is the ability
to “learn how to learn”

10. Global Plan on Talent in Navarra
• Navarra: who and what we are like
• Talent: The key to success
• The Plan
Göteborg 11/11/2009

11. The Plan: Diagnosis (a)
Different agents already working on talent (we collected all the
information and we all began to collaborate)
Intellectual capital
Attracting factors
Specific studies on talent in the region:
renewable energy, health…
Education department strategic plan
Göteborg 11/11/2009

12. The Plan: Diagnosis (a): some data
Nº NOTA NOTA NOTA
MUESTRA ALUMNOS sciences Reading MATHS
PRIMER Finlandia Corea Taipei
PUESTO 563 556 549
Concertada 697 530 497 536
Navarra 1.590 511(18) 481 (30) 515 (15)
España 19.604 488 461 480
OCDE 251.278 500 492 498
PISA 2006

13. The Plan: Diagnosis (a) some data
Needed competences in enterprises
(EU&Sp)
Competences developped in
Spanish universities

14. The Plan: Diagnosis (a) some data
Atraction :180 European cities 200.000
inhabitants size

15. The Plan: Strategy and « shaking » minds (b)
1 LISTEN NAVARRA
Agreed Declaration on the 3 Generate a Think Tank to
“Development of talent in the age create and assess global
of knowledge” initiatives related to talent
2 4 Identifying new
Networking of companies,
Generate a biannual international ways of attracting,
institutions and experts on developing, creating
forum to exchange ideas and
talent
concerns about talent in the future and obtaining talent
allegiance
CONTEXT
1) The Forum was structured in three
INSTITUTIONS
content blocks in accordance with three
levels, developed by means of
PEOPLE participative discussions International Debate
2) Including for the first time the concepts:
Forum
conversation, learning y collective
consensus

16. The Navarra Declaration on Talent:
“The war for talent is over... talent won”
The four deliverables for a talent-based society:
1. Create and identify it: educational institutions must be strong
2. Attract it: policies promoting fair competition, meritocracy and a level playing field for
all; this being true for companies, public administrations and educational institutions
3. Retain it: strong economy, good conditions, fair remuneration and merit-based
promotions
4. Activate it: be able to activate our talent pool and deploy it in productive ways, through
a policy of full employment for people of all ages
A general commitment for:
Individuals and families
75
organisations Institutions of learning
around the Corporations
world already
signed, Governments and Policy Makers
and nearly 150
individuals

17. The Plan: Working together and the goals(c)
The participants:
Schools, Universities, Parents, Companies, Government, The
Media, Unions, Public bodies and politicians: 45 agents
The goals:
To assure for the next 20 years, the technical, scientific, ethical and
entrepreneurial talent , with the capabilities for the best quality and efficiency
of the MODERNA clusters.
To have the cooperative and innovative policies and systems for the
creation, attraction, development and retention of the best Talent
To have all the management systems, the plan would need to be faster,
efficient and long-lasting
Already at work!

18. The Plan: what we are doing now (d)
REGIONAL WORK
CONSENSUS ON THE STRATEGIC LINES:
1. Changing values for the evolution to a Knowledge-based economy
• Proposed values: Self-demanding, effort, cooperation, curiosity,
responsibility, autonomy, respect, tolerance to diversity, international
vision, taking risks, managing failure...
• Values to work on as a first step: Effort/hard work, enterprising spirit,
innovation, cooperation (among individuals and among institutions) and
tolerance to diversity.
• Family schools
2. Creating and developing our own talent for the clusters
• Teachers: the centre of the system
• Activating seniors talent
• Detecting talent in early stages and developping it
• Analysis of what we want vs what we have in the educational system

19. The Plan: what we are doing now (d)
REGIONAL WORK
3. Attracting the best talent on-line and physically
• Promoting Navarra
• Knowing what talent do we need
• Creating the services to attract and integrate talent
4. Managing the plan among us all
• Education department plan in parliament with lots on changes from the
March draft
NATIONAL and INTERNATIONAL FRAME
• Benchmarking with other regions and participation in
EU programmes: 3 Interreg IVC proposals on the
subject: “Brain drain”, “Making Knowledge Work” and
“Organza”
• Generating an International Think Tank
• Cooperating with the Lisbon Council

20. Take it easy !!!
Gollum: " My precious”
Public versus private
The walls, the laws… resistance to change

21. Take it easy !!!
I‘ve come to talk
about my book...
No man is a profhet in his own country..

22. THANK YOU...FOR YOUR TALENT