Barcelona Metropolis

It’s coffee time, and a laid-back atmosphere permeates the Plaça de la Mercè. However, at number 10, there’s a buzz of activity. Laia de Nadal, the rector of Pompeu Fabra University, warmly greets us and approaches the photo session with energy. The solemnity of the rectorate – with antique sofas, dark wood-panelled walls and imposing paintings – contrasts with the building’s history. For over half a century, it served as the headquarters of Bosch y Cía, renowned for its famous Anís del Mono. When the university moved in, they discovered a sculpture of the famous monkey in a safe, inspired by Charles Darwin himself. After removing a screen that had been covering the poster painted by Miquel Barceló for the opening of the 1994-1995 academic year, the interview begins.

It wasn’t a eureka moment, but I remember that when I was studying Veterinary Medicine, I had a course in Molecular Biology and Genetics in my fourth year that I absolutely loved. My path is a bit unusual because most veterinarians wanted to work with animals, but that course was an eye-opener for me: I fell in love with molecular biology. I then tried working as a veterinarian for a couple of months, but I soon realised that what I really enjoyed was being in the lab, observing and answering questions.

I really enjoy observing and asking myself why things work the way they do, and then going to the lab to see if the answers are correct. It was love at first sight. I discovered what I wanted to do, and it wasn’t hard to make that decision.

Back then, researchers were mostly individuals with backgrounds in Pharmacy or Biology. It was uncommon for someone with a Degree in Veterinary Medicine to venture into research. I felt a bit underqualified, but I pushed through. I take pride in taking that leap and achieving success. I’m also proud of trusting my instincts and being brave, despite many advising me to stick to my original field of study.

Oh, plenty [laughs]! A career in science is demanding. It demands loads of hours, experiments often don’t go as planned and weekends are often spent working… Especially during the preparation of a doctoral thesis, it can feel like a solitary battle against the problem you’re aiming to solve. It entails endless hours of work, during which you must hold onto the belief that you will succeed.

They certainly are hard-won, but when you do achieve them, it’s incredibly rewarding. Even if it’s just a small breakthrough. Waiting for the outcome of an experiment that tests a hypothesis, and then seeing that you’ve been able to validate it, is a very gratifying feeling.

In the realm of research, as you gain independence and oversee your own laboratory, you naturally take on managerial responsibilities. Eventually, you reach a point where you must somewhat detach from your own project, broaden your perspective and support the projects of others. This experience significantly enhances team management, decision-making and prioritisation skills. What’s more, in the academic sphere, I believe it’s important to have a voice, whether it’s expressing opinions, raising concerns or offering praise, as it contributes to decision-making processes. When I was invited to join the management team, I saw it as an opportunity to broaden my horizons and deepen my understanding of the workings of science and university teaching in our country.

I deliberated over it at length because assuming the role of rector entails stepping back somewhat from direct research. Yet, I find it intriguing to be involved in decision-making processes. Apart from the steep learning curve it entails, it offers a chance to express opinions with more coherence and depth of understanding.

I must admit, I was a bit naive [laughs]! But all jokes aside, I’ve come to realise I have an incredible team. I firmly believe that when those around you are better than you, it’s a sign you’re doing well. I’m also really impressed by our staff. Despite the challenges and the constant effort to avoid complacency, there’s a wealth of motivated individuals who genuinely believe in the public service they provide. Nonetheless, navigating this role is tough. You’re faced with making decisions from a position where you feel quite alone. And then there are issues that aren’t strictly related to university policy, where other factors come into play that I don’t think should be mixed. It’s been challenging to come to terms with this.

More political issues or the fact that, when you want to engage with society, it’s challenging because the university tends to be inward-looking. So, the entire management team must be highly motivated and eager to do so. There are many proactive steps we need to take because inertia tends to prevent us from taking action.

Yes, absolutely. Stepping out of my comfort zone has been quite an adjustment. I was in a relatively comfortable phase, having already accomplished nearly everything. But I try to sneak away on Fridays to spend some time in the lab, even if it’s just for a short while.

While there have been some changes, it’s evident that the pace of change outside academia is surpassing the university system’s capacity to keep up. Adapting to this rapidly evolving environment poses a significant challenge for universities and other organisations alike. Sometimes, it’s more effective to address the problem in smaller, more manageable parts rather than attempting to tackle it all at once; prioritising, anticipating and seizing opportunities to move forward swiftly. However, it’s also crucial to maintain moments of calm amidst the rapid pace of change, as occasionally, it’s necessary to reassess and adjust course. It’s important to reflect in order to strike a balance and swiftly adapt to the changes that you believe will endure.

One of the biggest hurdles is flexibility. We have a huge problem because we’re quite restricted and unable to make certain hiring decisions or carry out other procedures at various levels. It’s a challenge that’s also political. What’s more, we lack resources and have limited autonomy. Lastly, I believe we need to reach out and engage more in knowledge transfer, something we’re currently not doing enough of, and tackle challenges in an interdisciplinary manner. The university isn’t used to this approach. While there are many experts in each field, the challenges we face today are of a global nature. The pandemic is a prime example of this.

The resources we receive are primarily allocated to maintaining the institution or, naturally, to staff salaries. And that’s about it. We have very limited resources to drive scientific, transfer or teaching policies. Consequently, we cannot make much progress. Then there’s the issue of regulations. Currently, it takes us two years to introduce a new degree or make changes to existing ones. While we understand the need for reports, the formats and timelines required are often not conducive to efficiency. Moreover, while budgets have increased slightly, they tend to be earmarked, dictating the course of action. Every university is unique and should have the autonomy to decide its strategic focus and then be held accountable. Under these circumstances, while criticism would be justified if our performance were lacking, it’s crucial that we’re granted the freedom to operate effectively.

Our Social Council is instrumental in this area. We organise dinner and breakfast events, where we invite alumni, companies and organisations to showcase the specific areas of our expertise. While the results may not be immediate, we believe these efforts will pay off in the long run.

This is one of our challenges, and I believe we’re not doing it as well as we could. There is significant room for improvement. Rather than waiting for people to come and learn about what we’re doing, we have a positive obligation to actively explain our activities within the university. This approach works well with teaching, but it isn’t as effective with research. What’s more, Pompeu Fabra University is highly research-intensive, so there’s considerable room for improvement here. Firstly, we need to educate our lecturers and staff to understand that this is an additional responsibility, and secondly, we need to provide them with the tools and resources to accomplish it.

We coexist very well with them and are very grateful for their presence. From the start, Pompeu Fabra University has seen these centres as an opportunity for collaboration and growth. Having internationally renowned centres around us allows us to benefit from their expertise and contribute our own. For example, our Department of Medicine and Life Sciences has a strong relationship with the Centre for Genomic Regulation. These collaborations create mutually beneficial opportunities for all involved.

I disagree. These centres were created to overcome the limitations of universities, and I believe that sharing resources and seeking collaborative approaches benefits everyone. They have significantly contributed to our growth, and our status as a research-intensive university is in part due to our strong relationships with them.

I'm not of the opinion that the more resources, the better. We do need more resources, but they must be allocated coherently and based on the merit of each institution, considering both teaching and research performance indicators. What’s more, it’s true that we lack a tradition of private sector investment in research. While the new law makes it easier, we must explain why this investment is beneficial for society. The problem lies in the fact that we often seek immediate results, whereas research outcomes take time. Therefore, we must make an effort to communicate what we can offer and what tools are available. It’s not just about establishing professorships; there are also opportunities for agreements, industrial doctorates and other collaborative arrangements. This responsibility falls on both the university and the business sector. If we handle this effort effectively, it will significantly benefit the country, benefiting everyone involved.

Absolutely. Twenty-five years ago, there was a strong commitment to research, and I believe we now need a similarly strong commitment to knowledge transfer. What’s missing, in my opinion, is a long-term vision because this isn’t something that can be resolved in a couple of years. Most importantly, there needs to be genuine belief in it and the provision of resources. Another critical issue is the shortage of skilled professionals. While researchers are adept at conducting research, we can’t excel at everything, and we often lack experience in this domain. What we really need are experts who understand the intricacies of knowledge transfer, whether they’re working within a laboratory or a corporate setting. However, of course, we need boldness and political foresight. If everyone only makes minor contributions, we won’t move forward because we currently lack the model needed for success.

I wouldn’t say that we solely prioritised biomedicine, although it’s true that CERCA centres (Catalonia Research Centres) predominantly operate within this realm. Nevertheless, I firmly believe that, with the acquisition of European funding and international talent, there’s growing recognition of the indispensable role played by social sciences and humanities. Interdisciplinarity is paramount. Today, addressing biomedical or technological challenges – be it artificial intelligence or data – must also be approached through the lenses of humanities and social sciences, or else progress will be stymied. I am firmly advocating for the notion that it’s not simply a matter of conducting basic science on one front and applied science on another. Here, our approach is comprehensive. A recent example is our university’s success in securing two grants from the European Research Council, both within the humanities and social sciences domain. Furthermore, with our latest initiative, the Mercat del Peix project, which is part of the Ciutadella Knowledge Hub, we will focus on well-being, where humanities and social sciences will play pivotal roles, always in tandem with technology and biomedicine.

I am very excited about the project. It’s a bold initiative that I didn’t start; it’s been in the works for ten years. The opening of Ciutadella Park, with its museum, Greenhouse, Biomedical Research Park, Hospital del Mar, and now these three buildings we’re currently calling the Mercat del Peix, is a brilliant move. Five of Catalonia’s eight leading research centres will be based here. This project brings together many entities and public administrations (Barcelona City Council, the Generalitat Government of Catalonia, the CSIC, etc.). Creating a biomedical hub with the perspective of social sciences and humanities, which we at Pompeu Fabra University aim to provide, will spark projects with very diverse viewpoints. I am very enthusiastic and have great faith that it will succeed. We won’t have to wait long to see the results.

Barcelona is at a pivotal moment. It holds a privileged position, attracting a lot of talent and being recognised as one of the leading knowledge hubs in southern Europe. We must capitalise on this. We need to drive innovation and knowledge transfer. I believe the Ciutadella Knowledge Hub project will help. With many companies, hospitals, universities and research centres in the area, and with everyone’s involvement, adequate resources and political commitment, I have no doubt it will become a significant initiative.

Teaching definitely needs to evolve. Fortunately, we’ve been ahead of the curve for a long time and have always embraced innovative teaching methods. Besides offering interdisciplinary degrees, we have small groups, seminars, practical sessions, problem-based courses, numerous simulations and various innovative teaching projects where students engage with real-world problems from day one.

While content is obviously crucial, we also need to focus on preparing citizens who can work anywhere. This means they need cross-cutting skills such as teamwork, critical thinking, the ability to search for information coherently and rigorously, and oral and written communication skills. We must teach them to be adaptable. Furthermore, the university has a significant role to play in lifelong learning, whether through micro-credentials – short, focused courses tailored to specific needs – or higher-level vocational training. I see a clear role for the university in this, but it requires resources. We also need to consider what each university wants to specialise in.

This is something that really concerns me, and I don’t believe we are addressing it adequately enough. Around 50-60% of our undergraduate and doctoral students are women. Female faculty make up 40% of professors, but only 22% of full professorships. As a relatively young institution, Pompeu Fabra University has done well in many areas, but I feel we have fallen short on this particular issue. We face the same challenges as long-established universities and organisations. Everyone recognises the problem, but no one is taking meaningful action.

I’m convinced there are some small steps that could yield significant progress, especially when it comes to attracting and retaining talent. We could introduce incentives to encourage more female applicants while, of course, upholding excellence as the priority. Job postings could remain open until we have at least 50% female candidates in the pool. In parallel, we should actively encourage prospective female applicants. This is not being done and I am self-critical on this point. We cannot claim this situation is too hard to change; instead, we must put stronger initiatives in place. For instance, at a recent staff retreat, gender equality was one of the key issues addressed.

I don’t have much free time, but my main passion outside of work is my family, close friends and social circle. And then, I have to admit I really enjoy doing jigsaws, though don’t include that.

Because it doesn’t sound very impressive, but I find it really relaxing. I’m also fond of hiking and sports.

I try to carve out time for reading crime fiction when I can, which is a bit of escapism for me. I like some Swedish authors as well as certain Catalan writers in that genre.

Needless to say, I regularly read scientific papers, as well as some popular science books to broaden my perspective on various topics. Someone recently gave me El canon oculto [The Hidden Canon] by José Manuel Sánchez Ron, which looked like a good book for some summer reading.