In the future the Universitat Autònoma de Barcelona will need to face changes in the university financial model; among others, a reduction in public resources is foreseen which will force to explore and harness other sources of income. There is a tendency to divert some of the funds and research activities conducted at Catalan universities to the CERCA centres, which must be seen as a challenge which forces to search for other means of financing. Research should be a form of singularization for universities, it must be unique and special and form a solid resource providing system capable of building an identity which allows universities to specialise in branches of knowledge and endow their research activities with different intensities. It is important to maintain a strong commitment with the university's immediate surroundings, its internationalisation and its relationship with the business world.

As a starting point, the objectives the Universitat Autònoma de Barcelona poses to solve current research challenges by 2030 are the following:
1. To achieve to conduct research at the same level as the best international institutions and offer quality research in all fields.
Within this objective, the following actions are proposed:

  1. To approach research in a differentiated way depending on the areas.
  2. To expand an important part of the research to face current social challenges and problems, in order to improve the life of citizens and the surrounding economic sectors.
  3. To increase the number of internationally leading research groups in specific areas and, to the appropriate extent, in strategic areas.
  4. To define a joint and coordinated strategy which allows to develop the full research potential of the UAB and reinforces the UAB's relationship with its affiliated hospitals and research centres.
  5. To involve, both in research and transfer, undergraduate and postgraduate students, as well as administration and services staff, with the support and collaboration of the university's alumni programmes.
  6. To increase collaboration networks with national and international research centres of excellence.
2. To move towards a new model for capturing, retaining and boosting talent in the PDI teams.
Within this objective, the following actions are proposed:
  1. To establish an internal methodology for evaluating research based on objective indicators, but adapted to each area of knowledge.
  2. To define a new model of academic dedication supported by a system of internal recognition of the teaching, research, transfer and management activities, and based on a model of indicators and incentives.
  3. To implement a management model for academic staff adapted to the characteristics of each discipline.
  4. To articulate reinforced processes of attracting and training talented researchers, enhancing the incorporation of profiles which provide heterogeneity and a significant contribution.
  5. To ensure a good generational relay of the PDI staff.