Eroski Promotes a Talent and Intra/Entrepreneurship

Total Page:16

File Type:pdf, Size:1020Kb

Eroski Promotes a Talent and Intra/Entrepreneurship Press release University-Business Talent Transfer Plan EROSKI PROMOTES A TALENT AND INTRA/ENTREPRENEURSHIP DEVELOPMENT ECOSYSTEM TOGETHER WITH MONDRAGON UNIVERSITY MONDRAGON UNIVERSITY and EROSKI enter into an agreement to attract and develop talent It establishes a collaboration framework for the implementation of new business management methodologies, technical knowledge transfer and continuous training EROSKI starts a new strategic cycle focused on competitiveness and one of the cornerstones is enhancing the skills of its teams MONDRAGON UNIVERSITY supports the training and development of professionals in companies Oñati, 14 July 2017.- EROSKI and MONDRAGON UNIVERSITY (MU) have entered into a collaboration agreement aimed at the incorporation of new professionals into EROSKI and the transfer of talent between both organizations through continuous training programmes, methodological innovation in business management, technical knowledge transfer and the creation of a new ecosystem for new intra/entrepreneurship projects at EROSKI. This collaboration framework agreement was signed this morning by the Rector of MONDRAGON UNIVERSITY, Vicente Atxa, and the Chairman of EROSKI, Agustín Markaide. With this agreement, EROSKI seeks to promote an internal entrepreneurship programme for innovation projects which leverage its competitiveness strategy defined for the next years. To this end, EROSKI and MONDRAGON UNIVERSITY will embark on a University-Business talent transfer plan in areas such as innovation project management, design thinking methodologies, open innovation platforms… In keeping with their cooperative culture, EROSKI and MONDRAGON UNIVERSITY will work together in the design of new participation channels for Customer Members aimed at the continuous improvement of the service provided at the “with you” new generation stores. Moreover, through University-Business dual teams they will tackle different projects in the next few months such as those defined in the areas of E-Commerce, Recommendation and Suggestion Systems for related products, utmost freshness in the Fruits and Vegetables section and operational improvements at the check-out line of the stores. Moreover, through this agreement, MONDRAGON UNIVERSITY becomes a partner of the “summa” training programme for new managers which EROSKI is currently carrying out as an innovation driver. “It is a natural alliance between two organizations of the cooperative type which establishes a new framework for inter-cooperation so as to construct new competitive advantages based on the comprehensive training and development of the people in both organizations”, the Chairman of EROSKI, Agustín Markaide, pointed out. Promoting the professional and personal development of EROSKI’s teams is one of the three pillars of the Strategic Plan for 2020, placing the training of people as one of the key elements of the competitive improvement. Last year, EROSKI already increased the number of internal training hours by 20%, which resulted in more than 210,000 hours. “The new technologies are transforming some aspects of the distribution value chain and the construction of new competitive advantages poses a challenge for companies which usually goes beyond their own limits and makes it necessary to combine internal and external knowledge”, Markaide explained. The rector of MONDRAGON UNIVERSITY, Vicente Atxa, pointed out during his intervention that “the professional profiles required by companies are now changing due to the technological acceleration which all sectors are going through. Our University wants to become a strategic collaborator of EROSKI’s through this agreement, in order to implement talent attraction and development strategies which will enable this organization to fulfil its strategic objectives. In addition to this, and based on the experience accrued by MONDRAGON UNIVERSITY in the development of Entrepreneurship, Innovation and Leadership programmes, we want to help turn EROSKI into a intra/entrepreneurial ecosystem”. About MONDRAGON UNIVERSITY MONDRAGON UNIVERSITY is a non-profit cooperative university of social vocation and public interest within the MONDRAGON Corporation. It comprises four Faculties: Business Studies, Engineering, Humanities and Education and Gastronomic Sciences (Basque Culinary Center). The activities it carries out include university training, continuous training for professionals as well as research, development and transfer. Its mission is “the transformation of society through the comprehensive training of people and the generation and transfer of knowledge”. About EROSKI EROSKI is the first distribution group of the cooperative type in Spain and a leading operator in the regions of Galicia, Basque Country, Navarre, Catalonia and the Balearic Islands. It has a network of 1,837 shops, including supermarkets, hypermarkets and other stores involved in various businesses. It has more than 7 million customer members and 33,162 cooperative members and workers. It is currently developing a new strategic plan for the next four years in which the top priorities are to compete in each of the markets where it is present, place the Customer Member in the centre of its strategy and enhance the skills of its teams. Information: EROSKI Mondragon University Corporate Communication Manager Xusane de Miguel Ortiz Xurdana Fernández, Phone: 946 211 214 VK Comunicación [email protected] Phone: 944 015 306 / Mobile: 629 753 336 Press Office – Consejeros del Norte [email protected] Joana G. Landazabal / Edurne Izquierdo Phone: 944 158 642 .
Recommended publications
  • 2020 Report Executive Summary Letter from the Chairman
    2020 Report Executive summary Letter from the Chairman I would like to begin this message by thanking all the people who make EROSKI possible. People who, individually and collectively, have lived up to the demands of society, and who have done so with determination and efficiency, always giving their best for the benefit of the community. The quality of this response did not come as a surprise to any of us. But it must nevertheless be recognised, especially when it reaches this level of commitment. Our main priority is to guarantee the safety of both our employees and customers. It was complicated at the beginning, but we ended up certifying our establishments with the Bureau Veritas Safer Shopping seal. In the meantime, we had to ensure that our stores were well stocked every day. The entire value chain performed exceptionally well and we were able to provide an optimal response to an accumulated demand that increased significantly at the onset of the crisis. The pandemic adversely affected different groups and, fortunately, we were able to meet the pressing needs of many of them. Thus, we donated one million face masks to municipal councils and social organisations and the equivalent of more than 6.5 million meals to Food Banks, amongst other actions. The most complicated year had to be the most supportive year. Consumers changed their shopping habits and we wanted to accompany them in that change. The much talked-about innovation and digital transformation in business is about making life easier for customers, allowing them to find different, innovative products and providing them with a more satisfactory, agile and efficient shopping experience.
    [Show full text]
  • ECOTEC Report Template
    18-19th October 2016 Miramar Palace, San Sebastián - Spain Input Paper by Jaana Puukka Contents INTRODUCTION ..................................................................................... 1 1.0 THE EUROREGION GOVERNANCE AND STRATEGIC DEVELOPMENT ....................................................................... 3 2.0 THE BASQUE COUNTRY TERTIARY EDUCATION SYSTEM ................................................................................... 6 3.0 THE BASQUE COUNTRY INNOVATION ECOSYSTEM .......... 8 4.0 THE AQUITAINE HIGHER EDUCATION SYSTEM ................ 10 5.0 THE AQUITAINE INNOVATION ECOSYSTEM ...................... 13 INTRODUCTION The European Commission provides support to universities and businesses in strengthening the knowledge triangle (education-research-innovation) through many actions and initiatives. One of the long term initiative is the University-Business Forums (UBForum). Since 2008, 20 UBForums have been organised: 6 high-level UBForums in Brussels and 13 thematic events in the Member States, with the most recent one in Helsinki in June 2016. UBForums facilitate the dissemination of good practice, encourage networking and mutual exchange of experience and provide an environment for the development of partnerships between higher education and business. The UBForum activities aim to: Encourage the transfer and sharing of knowledge; Create long-term partnerships and opportunities; Drive innovation, entrepreneurship and creativity. UBForums have generated many new ideas, some of which have been translated
    [Show full text]
  • 50Th Anniversary
    50th Anniversary 2005 Annual Report 2 Contents 2005 ANNUAL REPORT Highlights 05 Message from the Chairman 06 Financial Group 09 Caja Laboral 12 Lagun-Aro 14 Seguros Lagun-Aro 15 Industrial Group 17 Automotive 21 Components 22 Construction 23 Industrial Equipment 24 Household Goods 25 Engineering and Capital Goods 26 Machine Tools 27 Industrial Systems 28 MCC Worldwide 29 Distribution Group 31 Distribution 32 Research, Training and Education 37 Research Centres 38 Training and Education Centres 41 Financial Statement and Trading Account 43 Sustainability Overview 49 Governance Structure 61 Corporate and Management Bodies 62 Companies Affiliated to MCC 65 33 Certificates and Awards 2005 ANNUAL REPORT As in previous years, several MCC businesses received out- 1 Finalist for the EFQM European Award obtained side endorsement in 2005 within the sphere of excellence by Fagor Cocción in business management: Ahizke-CIM (Language Centre, 1 European Environmental Award, won by Orkli Mondragón) and Politeknika Ikastegia Txorierri received the 6 Gold Q: Caja Laboral, CIM, Copreci, Gold Q from Euskalit, whereas Fagor Electrodomésticos Fagor Minidomésticos, Fagor Industrial and Politeknika Confort was awarded the Silver Q. Txorierri Ikastegia. 13 Silver Q: Eroski PGM, Fresh Produce Platform of the In addition, 4 Cooperatives were certified to the ISO Eroski Group, Fagor Electrodomésticos Confort, 14000 Environmental Standard, which means that MCC Fagor Electrodomésticos Lavado, Fagor Mueble, now has 42 certificates in this field. Likewise, 5 certificates Fagor Electrónica, Geyser Gastech, Lea Artibai were awarded for Systems for the Prevention of Industrial Ikastetxea, Mondragon Goi Eskola Politeknikoa, Orkli, Hazards, OHSAS, adding to the 3 obtained in 2004, the year in which this certification was first introduced.
    [Show full text]
  • Assessing Mondragon: Stability & Managed Change in the Face Of
    THE WILLIAM DAVIDSON INSTITUTE AT THE UNIVERSITY OF MICHIGAN Assessing Mondragon: Stability & Managed Change in the Face of Globalization By: Saioa Arando, Fred Freundlich, Monica Gago, Derek C. Jones and Takao Kato William Davidson Institute Working Paper Number 100 3 November 2010 Assessing Mondragon: Stability and Managed Change in the Face of Globalization Saioa Arando, Fred Freundlich, Monica Gago, Derek C. Jones and Takao Kato November, 2010 Abstract By drawing on new interview evidence gathered during several field trips and new financial and economic data from both external and internal sources, we document and assess the changing economic importance and performance of the Mondragon group of cooperatives as well as the two largest sectors within the group. Compared to conventional firms in the Basque Country and Spain, and producer co-ops (PCs) and employee owned firms elsewhere, in general we find evidence of growing group importance and strong performance and a similarly strong record for the industrial and retail divisions. These stylized facts do not support hypotheses concerning PCs such as predictions that PCs will restrict employment and become progressively comparatively undercapitalized. In accounting for this record, we highlight key and, at times, not uncontroversial institutional developments in the group during the last 20 years or so that indicate the existence of a continuing capacity for institutional adaptation in Mondragon-- an ongoing ability to innovate and make institutional adjustments to deal with emerging challenges. In addition, we provide more detailed information than before on some key distinguishing institutional mechanisms of the Mondragon group, including the extent of worker-member transfers during economic crises, the patterns of profit pooling and the type and volume of training.
    [Show full text]
  • Chapter 7 Perceptions Towards Multilingual Practices in Teacher Education
    Nagore Ipiña and Begoña Pedrosa Chapter 7 Perceptions towards Multilingual Practices in Teacher Education Abstract: Higher Education (HE) in Europe has been attributed an important role in fostering multilingualism and therefore, universities in Europe have developed policies (Extra & Yagmur, 2012; Fortanet-Gómez, 2013; Pavón, Lancaster & Bretones, 2019) and reflected on practices that could promote multilingualism in the last few years� In that line, approaches such as CLIL or EMI have also become common practices in some contexts� However, most of the experiences carried out in HE have proved not to be sufficient (Fortanet-Gómez, 2013) to reach the aims and thus, further research is needed (Dafouz & Smit, 2014)� Focusing on Teacher Education, the intent of this chapter is to examine critically the practices carried out in Teacher Education at the Faculty of Humanities and Education of Mondragon University� The study was carried out by means of focus groups with student teachers and semi-structured interviews with teacher educator to analyse the existing perceptions towards multilingual practices at the Faculty of Humanities and Education from an ecological perspective (van Lier, 1998, 2004)� Results show that the practices conducted are perceived as meaningful by the participants as a way to foster multilingualism� Moreover, results of this study call for a new step towards Pluriliteracies Teacher for Learning Approach to develop a more holistic and ecological perspective� However, conducting similar research studies in other contexts
    [Show full text]
  • Humanity at Work. MONDRAGON, a Social Innovation
    Humanity at work MONDRAGON, a social innovation ecosystem case study First published in the United Kingdom in 2017 by The Young Foundation 18 Victoria Park Square London E 2 9 PF Acknowledgements Authors We wish to thank people both at MONDRAGON Dr Charlotte Heales, Dr Mary Hodgson co-operatives and living around its & Hannah Rich headquarters in the Basque Country who collaborated in the research by giving interviews and helping us understand the data. Illustrations We are very grateful that people gave their time to reflect on the research and its meaning. Poster design and illustration Jamie Beard. We have anonymised personal identifiers and Words, Dr Hannah Green. disguised some details in order that people felt able to speak freely. Any similarities are incidental and any mistakes ours. The authors Report design by also wish to thank colleagues at The Young Foundation who helped develop viewpoints and Effusion support the publishing of this case study. The Young Foundation Inequalities are widespread and complex and affect many areas of people’s lives. The Young Foundation is a research and action institute with a track record of confronting these inequalities. We work across the UK and internationally to create insight and innovations which put people at the heart of social change. We don’t exist only to accumulate capital… we want to leave future generations something better than what we found. 1 | | 2 Contents Foreword 5 Executive summary 6 Key implications of our research with MONDRAGON 9 1. Introduction 10 About this case study 12 About MONDRAGON, our case study context 13 Inter-co-operation and intra-co-operation 14 Case study: how inter and intra-co-operation is operationalised at MONDRAGON 15 The national context: the Basque Country 16 2.
    [Show full text]
  • Case Study 6: Mondragon International Clusters
    Mondragon Multi-localisation Strategy: Innovating a Human Centred Globalisation 383 CASE STUDY 6: MONDRAGON INTERNATIONAL CLUSTERS Introduction The Mondragon co-operatives history is that of a group based on geographically proximity of the co-operatives themselves, and on inter-cooperation among them. Mondragon and the Deba Valley; while compared to Emilia Romana (Becattini, 1990), it has been identified as an Industrial District. The diversity of sectors, markets and technologies among Mondragon co-operatives can be attributed to the strategies followed by Grupo Caja Laboral back in the 1970s and 80s. In 1991 the Mondragon Group’s industrial divisions were re-structured according to sectors, in order to enhance the possibilities thereof. The Mondragon Group’s new structure, organised around economic sectors, was coherent with the clustering strategy implemented in the Basque Country and based on the recommendations made by Professor Michael Porter from Harvard University. Today the Mondragon industrial co-operatives are not only divided into 12 industrial divisions (see Figure 3.9), but are also active members of the regional industrial clusters, such as ACICAE (automotive) or GAIA (telecommunication). It can be said that both strategies have been of great success. The having of a global dimension is a requirement for most of the Mondragon co- operatives. Increasingly they are opening production plants abroad in countries and regions that have a similar series of challenges and opportunities1. As a result nearly all the Mondragon projects abroad are dealing with virtually the same series of problems: 1 For further detail see chapter 5 Jose Mari Luzarraga PhD Mondragon University - 2008 Mondragon Multi-localisation Strategy: Innovating a Human Centred Globalisation 384 branding and acquiring a new local customer base, lobbying local governments, workforce training, workforce turnover and employee loyalty, certification of suppliers and quality control, logistics management, and issues of isolation, dissatisfaction and motivation of expatriate employees.
    [Show full text]
  • Evaluating Workplace Democracy in Mondragon Anders Asa Christiansen University of Vermont, [email protected]
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by ScholarWorks @ UVM University of Vermont ScholarWorks @ UVM UVM Honors College Senior Theses Undergraduate Theses 2014 Evaluating Workplace Democracy in Mondragon Anders Asa Christiansen University of Vermont, [email protected] Follow this and additional works at: http://scholarworks.uvm.edu/hcoltheses Recommended Citation Christiansen, Anders Asa, "Evaluating Workplace Democracy in Mondragon" (2014). UVM Honors College Senior Theses. Paper 31. This Honors College Thesis is brought to you for free and open access by the Undergraduate Theses at ScholarWorks @ UVM. It has been accepted for inclusion in UVM Honors College Senior Theses by an authorized administrator of ScholarWorks @ UVM. For more information, please contact [email protected]. Evaluating Workplace Democracy in Mondragon Anders Christiansen Department of Political Science Honor’s Thesis University of Vermont May 2014 Committee Members: Jan Feldman, Ph.D. Cornell University Shirley Gedeon, Ph.D. University of Massachusetts Amherst Peter Von Doepp, Ph.D. University of Florida Abstract Following the global financial crisis in 2008, the Mondragon Cooperative Corporation was used as an example of an alternative to capitalist development. At the same time, much of the recent literature on Mondragon has questioned whether Mondragon’s democracy has degenerated, without drawing definitive conclusions. I review how democracy has been defined in the past and conclude that while Mondragon’s conception of democracy is applicable in small homogenous cooperatives, it needs to be reformulated in order to apply to large, diverse groups. In its current state, Mondragon cannot be considered a democracy.
    [Show full text]
  • INFORME ANUAL 2014 Annual Report 2014
    1 INFORME ANUALANNUA L 2014REPORT 2014 01 Basic figures p.04 02 Message from the Chair 03 p.08 Finance p.10 3 04 Industry p.16 06 Knowledge p.32 05 Distribution p.28 125 8 1 13 13 103 PRODUCTION FOUNDATIONS MUTUAL COVERAGE INTERNATIONAL COOPERATIVES SUBSIDIARIES ASSISTANCE ORGANISATIONS DEPARTMENTS ORGANISATION 01 Basic figures In millions of euros BUSINESS 5 DEVELOPMENT 2013* 2014 Varia- tion % Total income 12,108 11,875 -1.9 Total sales (Industry and Distribution) 11,138 10,985 -1.4 Net investments 392 345 -11.9 EBITDA 1,220 1,168 -4.3 Intermediated Funds LABORAL Kutxa 1,160 18,063 5.3 LagunAro equity fund 5,205 5,566 6.9 EMPLOYMENT 2013* 2014 Varia- tion % Average jobs 74,060 74,117 0.1 % of shareholders in Industrial Area 84 83 -1.2 cooperative workforce % of female shareholders in cooperative 43.1 43 -0.2 workforce Rate of Industrial Area incidents or 31.0 29.3 -5.5 accidents SHAREHOLDING 2013* 2014 Varia- tion % 1,711 1,688 -1.3 Working shareholders capital stock Number of workers in governing bodies 812 810 -0.2 SolidaritY 2013* 2014 Varia- tion % Funds for activities with a SOCIAL 13.5 14.7 8.9 CONTENT No. of students IN educational centres 11,404 11,439 0.3 Environmental 2013* 2014 Varia- management tion % 56 69 23.2 No. of ISO 14000 certifications in force Number of eco-design certifications 4 4 0.0 INVESTMENT IN THE 2013* 2014 Varia- FUTURE tion % % funds allocated to R&D of Industrial 8.5 8.9 4.7 Area value added No.
    [Show full text]
  • Country Retail Scene Report
    SPAIN COUNTRY RETAIL SCENE REPORT December 2012 KANTAR RETAIL 24 – 28 Bloomsbury Way, London WC1A 2PX, UK / Tel. +44 (0)207 031 0272 / www.KantarRetail.com INFORMATION / INSIGHT / STRATEGY / EXECUTION © Kantar Retail 2012 245 First Street 24 – 28 Bloomsbury Way T +44 (0) 207 0310272 Suite 1000 London, WC1A 2PX F +44 (0) 207 0310270 Cambridge, MA 02142 UK [email protected] USA www.kantarretail.com Index I. Key Themes .......................................................................................................... 2 II. Socio – Economic Background .............................................................................. 3 III. Key Players in the Grocery Retail Sector ............................................................ 11 IV. Grocery Retail Channels ..................................................................................... 19 V. Conclusion ........................................................................................................... 24 © 2012 KANTAR RETAIL | 2012 Spain Retail Scene | www.kantarretail.com 1 245 First Street 24 – 28 Bloomsbury Way T +44 (0) 207 0310272 Suite 1000 London, WC1A 2PX F +44 (0) 207 0310270 Cambridge, MA 02142 UK [email protected] USA www.kantarretail.com I. Key Themes National players are capturing growth and increasing concentration in Spain Despite the economic turmoil in Spain, leading Spanish grocery retailers are expected to see their growth accelerate in the coming years, led by retailers such as Mercadona and Dia, both growing at over 5% per year. Mercadona is by far the largest Spanish grocery retailer in terms of sales and has successfully adapted its strategy to the economic crisis that Spain is facing. Its impressive business model has enabled it to retain shopper loyalty and support robust physical expansion and the retailer is looking to further strengthen its domination of the supermarket channel and the grocery market overall. Due to the strong growth of two of the top five grocery retailers in Spain the dominance of a few major players will increase.
    [Show full text]
  • SPAIN? and Most Inclusive Ranking Showcasing the Diversity in 5 WHAT ARE the PERFORMANCE Higher Education Around the PROFILES of SPAIN’S World
    U-MULTIRANK 2019 Spanish Universities in Global Comparison WWW.UMULTIRANK.ORG U-MULTIRANK 2019 U-Multirank is a unique, multi- dimensional and international CONTENTS ranking of higher education institutions. It compares university performance across 3 AT A GLANCE: teaching and learning, research, HOW DO SPANISH UNIVERSITIES knowledge transfer, interna- FARE IN U-MULTIRANK? tional orienta tion and regional 4 WHICH ARE THE TOP PERFORMING engagement. It is the largest UNIVERSITIES IN SPAIN? and most inclusive ranking showcasing the diversity in 5 WHAT ARE THE PERFORMANCE higher education around the PROFILES OF SPAIN’S world. It is not a league table TOP SCORING UNIVERSITIES? and does not use composite 6 WHAT DO SPANISH indicators, nor reputation UNIVERSITIES DO BEST? weights. Therefore, there is no one best university in U- 7 HOW DO SPANISH UNIVERSITIES Multirank. The performance of PERFORM GLOBALLY? a university is presented with individual scores – graded from 8 APPENDIX: HOW CAN DETAILED RESULTS BE PRESENTED? ‘A’ (very good) to ‘E’ (weak) across the different areas. 9 WHAT IS U-MULTIRANK? U-Multirank’s 2019 edition presents data on 77 Spanish higher education institutions. For the full list of all universi- ties from Spain included in U-Multirank, please visit our website. 2 U-Multirank AT A GLANCE: HOW DO SPANISH UNIVERSITIES FARE IN U-MULTIRANK? • U-Multirank covers almost all Spanish universities. • Spanish universities show a strong regional focus which becomes visible in view of the indicators of Regional Joint Publications, Internships in the Region, and Graduate Employment in the Region. • At the same time, Spanish universities perform strongly in Student Mobility.
    [Show full text]
  • Anexo Va) – CUADRO RESUMEN DE LAS PRÁCTICAS OFERTADAS POR LA ENTIDAD SOLICITANTE POST REF
    Anexo Va) – CUADRO RESUMEN DE LAS PRÁCTICAS OFERTADAS POR LA ENTIDAD SOLICITANTE POST REF. EMPRESA DESTINO WORKING PLAN TITULACIÓN CONTINUIDAD/ EXTENSIÓN En Bogotá: organización de proyectos de Responsabilidad Medioambiental Corporativa en el área metropolitana y el departamento de Cundinamarca, en colaboración con el Programa Para los 3 Escuelas Taller e Colombia Herramientas de Paz Titulaciones Preferentes Requeridas: http://www.programaescuelastallercolombia.com/ del Ministerio de - Administración y Dirección de Empresas. Cultura - Relaciones Internacionales En Popayán: organizar el Centro de Documentación Nacional de la - Comunicación; Comunicación Audiovisual. Bogotá, Popayán Alimentación y la Gastronomía Colombiana en colaboración con el - Turismo. 1, 2, 3 7METRóPOLIS s.a.s. (3 plazas) (Colombia); Puebla Ministerio de Cultura de Colombia y la Corporación Gastronómica de 6 meses - Ingeniería. (México) Popayán http://gastronomicopopayan.org/ - Liderazgo Emprendedor e Innovación. En Puebla: impulso del plan estratégico de la ciudad El Alto Food Para Popayán (además): Design District en colaboración con el Grupo Affinitas - Gastronomía y Artes Culinarias. http://grupoaffinitas.com/ Para Bogotá (además): Días semanales laborables y horario de trabajo diario: lunes a - Arquitectura. viernes de 8:00 a 17:00 Fecha deseada de incorporación (entre octubre y diciembre de 2016): lo antes posible Instituto de Filología Románica, Facultad de Letras y Lenguas Modernas. • Recepción de los estudiantes de intercambio, dando Formación superior vinculada a la docencia apoyo de todo tipo: inscripciones y papeleo, orientación inicial, de ELE, hablante nativo/a de español y otra eventos y actividades de integración, etc. • Trabajo de oficina lengua peninsular, buen conocimiento de relacionado con la inscripción de estudiantes, gestión y actualización otras lenguas románicas (francés, italiano, de información en el sistema, organización de conferencias, etc.
    [Show full text]