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DYNAMIC PROFILE OF THE BODY
Intended as a complement to the
Intellectual Capital Report, AREA has developed a new document relating to
the two year period 2005-2006: the Dynamic Activity Profile (DAP).
The tool makes it possible to trace the profile of an organisation active in |
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| research, training and technology transfer, to afford a clear picture of where the
majority of activity has been concentrated in a given period of time. The primary objective was to
provide a management tool for the purpose of: making the commitment and allocation of resources
(human and economic) transparent in key missions; verifying the correlation between human (measured
in equivalent man days) and economic resources; defining equilibrium (or justified disequilibrium)
strategies between human resources and related funding; correlating human resources and relevant
funding with the results achieved. This tool has been promoted in the Region for the purpose of
creating a document to be shared with other research bodies, drawing attention to their pooled
capital of knowledge and skills and enhancing their extraordinary know-how with a view to
territorial development. |
INTELLECTUAL CAPITAL REPORT 2006
| The Intellectual Capital Report is a document devised for the purpose of
assessing the Body’s intangible assets, consisting of knowledge, skills and relations which
represent essential elements in the process of creating value and which are not traditionally
included and fully appraised in the annual financial statements or the |
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| Social Responsibility Report. The Intellectual Capital Report provides an overview
of AREA’s future potential and its ability to compete on the market, highlighting strengths that
should be protected, and uncovering weaknesses that need to be tackled to ward off potential crisis
situations. Indeed, the Intellectual Capital Report can predict the potential evolution of an
organisation and its capacity for growth in the years to come. Much has been written about what is
meant by intellectual capital, though its main elements can be divided into three categories: human
capital (or thinking capital), structural capital (or non-thinking capital) and relational capital.
Human capital is the sum of capacity, ability and skills that belong to anyone working within a
company or institution. Although the majority of organisations, which understand the importance and
the value of human capital, work with the intent of enhancing and preserving it, this is a resource
that cannot be owned and, therefore, may be lost at any time. Consequently, it is important to
convert human capital into structural capital by sharing skills and experience as far as possible.
Structural capital, as opposed to human capital, belongs to the organization and is made up of all
those elements, tangible and otherwise, which support individuals in performing their work
functions. It includes both traditional assets such as software and patents, as well as intangible
assets such as organisation and standard company processes. A good level of structural capital
ensures effective and efficient work management and greater motivation among employees. Relational
capital includes all direct and indirect relations that a business establishes with its major
stakeholders, including not only customers, but also suppliers, financers, partners, local
communities and so forth. Consolidated, solid relationships with stakeholders add value to the
structure as they guarantee long-lasting returns. The effective and efficient management of
intellectual capital requires multiple components to be managed individually, but more than
anything it should generate a link between them to create a virtuous circle generating growth in
knowledge, the basis for creating value. |
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