WE HAVE SPENT OVER 35 YEARS

DRIVING ADVANCED TECHNOLOGICAL SOLUTIONS TO SOLVE REAL BUSINESS CHALLENGES

GET TO KNOW US

+35

Years of experience in applied innovation

9M €

Annual revenue
2025

70 %

Direct contracts with companies

+100

Projects developed per year (70% with SMEs)

Strategic Plan 2026–2028

Advanced Technology Serving Industrial Competitiveness

The ITCL Strategic Plan 2026–2028 (SP 26–28) has been designed based on the opportunities identified in the different evaluations of the previous Strategic Plan, the current internal situation of the center, and environmental conditions that are evolving and will differ throughout the three-year period covered by the plan.

The SP 26–28 also promotes new development strategies in technological services for companies—especially SMEs—through the transfer of developed technologies and new research lines defined within the consolidated R&D unit, as well as the new units launched under the previous strategic plan.

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Wisdom is not inherited; it is sought and learned from those who have already walked the path. Do not go where the path leads, go where there is no path and leave a trace.

Javier Sedano

General Director - ITCL Technology Center

OUR VISION

To become a customer-focused organization, built on collaboration and trust, and committed to each organization’s technological strategy.

OUR MISSION

To develop advanced technologies tailored to the needs of organizations in order to enhance their competitiveness and support their growth.

ITCL CORPORATE VALUES

CUSTOMER-ORIENTED

The customer is at the core of our activity, and we strive to drive organizational improvement through high-level technological solutions.

OPEN INNOVATION AND COMPETITIVENESS

We foster collaboration, networking, and innovation as drivers of adaptability and competitive advantage.

R&D&I FOCUSED ON TECHNOLOGY TRANSFER

We conduct research to generate innovative solutions with real business applications, aligned with market and societal needs.

ETHICS AND TRANSPARENCY

We act with integrity, ensuring trust and credibility in all our actions.

PEOPLE DEVELOPMENT AND COLLABORATIVE WORK

We promote professional growth, a sense of belonging, and multidisciplinary collaboration.

SOCIAL AND ENVIRONMENTAL COMMITMENT

We contribute to social impact, support solidarity initiatives, and work aligned with the Sustainable Development Goals (SDGs).

ITCL STRATEGIC PLAN 2026–2028

ITCL is a private Technology Center nationally accredited by the Ministry of Science and Innovation, in accordance with Royal Decree 2093/2008, and registered in the Registry of Centers of Castilla y León, pursuant to Decree 19/2024 of September 26. In recent years, the Center has carried out its activities through consolidated R&D research lines in different areas of knowledge and, during the previous strategic plan, launched four new research groups in FPGAs and Neuromorphic Computing, Generative AI Agents, Quantum Computing, and Robotic Technologies. Particularly in these more recently created units, the SP 26–28 sets out the greatest technological challenges, investments, and recruitment of researcher-technologists.

Based on the updated internal and external analysis and the expanded vision developed together with the stakeholders of the ecosystem in which we operate, the SP 26–28 defines and develops in detail the strategic lines:

Strategic Line 1: Organizational Efficiency

A new organizational and work model is defined based on relationships, exchanges, and collaborative (social) learning. As a knowledge center, ITCL must operate within a new paradigm that places people at the core of the entire organization. The objective is to focus the organization’s strategy on people and not only on processes and structures.

The value of ITCL lies in the knowledge accumulated over its more than 35 years of existence by the people who are part of it, and in their ability to collaboratively apply this knowledge to generate new knowledge and transform it into products/services for companies.

Strategic Line 2: Talent Attraction, Development, and Retention

The increase in staff, especially PhD holders, represents a challenge in terms of recruitment and retention, as well as organizational development, which is particularly complex in the current environment that requires us to be agile and creative.

We develop measures to retain existing talent while ensuring compatibility with the incorporation of new profiles, primarily senior professionals who bring value to the organization. Each individual has a plan to acquire experience, develop competencies (both technical and general), grow professionally, internalize ITCL’s culture, and contribute added value to the organization.

Strategic Line 3: Technological Excellence

For the twelve research units (Applied Electronics, Artificial Intelligence, Simulation and Immersive Technologies, Energy Efficiency and Sustainability, Applications and Cybersecurity, Industrial ICT–Industry 4.0, Sustainable Mobility, Machine Vision, FPGAs and Neuromorphic Computing, Generative AI Agents, Quantum Computing, Robotic Technologies), the starting point is the level of maturity of the technologies developed and the current lines of work, and the new challenges set out in the SP 26–28 are defined. In all cases, the plan incorporates the vision of dual-use technologies.

Strategic Line 4: Strengthening the Commercial Strategy

The Center’s strategy is maintained: to develop an organizational structure that enables the sustained generation of private income in line with the established ratios, in addition to measures to ensure the continued success achieved over the past three years in attracting publicly funded R&D&I projects. The strategy seeks to position ITCL as an agent capable of offering the business community advanced technological solutions with the highest added value, in a sustainable and stable manner over the long term:

ITCL is committed to consolidating its position as a leading technology center in Castilla y León with a national presence, capable of transferring excellent, top-level technology aligned with the needs of the business sector.
ITCL ensures its continuity, capabilities, and development by applying its own strategy that provides maximum resilience in the face of changing circumstances in its environment (general economic conditions, public funding programs, etc.).

Strategic Line 5: Positioning in Competitive Public R&D Calls

Measures have been reviewed and updated to maintain and improve positioning in those lines where we have experience and results, as well as measures to enter new lines. The Center’s Innovation Committee defines these strategies, which are approved by the Management Committee and implemented by the Market and R&D Management.

Strategic Line 6: Investments

The investment plan includes:

Investments in scientific laboratories (refurbishment works and equipment to be carried out with own resources)
Non-scientific investments aimed at improving productivity