SOCIAL INNOVATION INCUBATOR - KBE - TIR

Page 1

01

third industrial revolution The introduction of steam-powered technology into printing transformed the medium into the primary communication tool to manage the First Industrial Revolution. The steam printing machine increased the speed of printing and significantly reduced the cost. Print material proliferated in America and Europe, encouraging mass literacy for the first time in history. The advent of public schooling on both continents between the 1830s and 1890s created a print-literate workforce to organize the complex operations of a coal-powered, steam-driven rail and factory economy.

In the 1900s, electrical communication converged with the oil-powered internal combustion engine, giving rise to the Second Industrial Revolution. The electrification of factories ushered in the era of massproduced manufactured goods, the most important being the automobile, altering the spatial and temporal dynamic of society. The demand for fuel made the United States the leading oil producer in the world. Families began relocating in new suburban communities, recasting social life and creating a communication grid to manage and market the far-flung activities of the oil economy and auto age.

The Third Industrial Revolution (TIR) The theory argues that conjoining Internet communication technology and renewable energies is giving rise to a Third Industrial Revolution. The creation of a renewable energy regime, loaded by buildings, partially stored in the form of hydrogen, distributed via an energy internet—a smart intergrid—and connected to plug in zero emission transport, opens the door to a Third Industrial Revolution. The entire system is interactive, integrated and seamless. This interconnectedness is creating whole new opportunities for cross-industry relationships. The Third Industrial Revolution brings with it a new era of “distributed capitalism” in which millions of existing and new businesses and homeowners become energy players. In the process, it will create millions of green jobs, jump start a new technology revolution, and dramatically increase productivity, as well as mitigate climate change. references

Text based on the book: Rifkin, J. (2011). The third industrial revolution: How lateral power is transforming energy, the economy, and the world. New York: Palgrave Macmillan.


02 the five pillars

of the third industrial revolution by jeremy rifkin

Like every other communication and energy infrastructure in history, the various pillars of a Third Industrial Revolution must be laid down simultaneously or the foundation will not hold. That's because each pillar can only function in relationship to the others. The five pillars are:

continent into an energy-sharing intergrid that acts just like the Internet (when millions of buildings are generating a small amount of energy locally, on-site, they can sell surplus back to the grid and share electricity with their continental neighbors)

(1) shifting to renewable energy

THE EUROPEAN UNION AND THE FIVE PILLARS

(2) transforming the building stock of every continent into micropower plants to collect renewable energies on-site

The critical need to integrate and harmonize these five pillars at every level and stage of development became clear to the European Union in the fall of 2010.

(3) deploying hydrogen and other storage technologies in every building and throughout the infrastructure to store intermittent energies (4) using Internet technology to transform the power grid of every

(5) transitioning the transport fleet to electric plug-in and fuel cell vehicles that can buy and sell electricity on a smart, continental, interactive power grid.

The European Union is expected to draw one-third of its electricity from green sources by 2020. This means that the power grid must be digitized and made intelligent to handle the intermittent renewable energies being fed to the grid from tens of thousands of local producers of energy.

The UE would need

â‚Ź1 trillion BETWEEN 2010 - 2050

on updating its electricity grid to accommodate an influx of renewable energy

references

Rifkin, J. (2011). The third industrial revolution: How lateral power is transforming energy, the economy, and the world. New York: Palgrave Macmillan.


03

kbe

knowledge-BASED economy Public policies for science, technology and innovation have always been aimed primarily at creating and diffusing knowledge. In recent years such policies have attracted increasing attention as a result of claims that knowledge-intensive industries are now at the core of growth, and that we are now entering a new type of knowledgedriven economy or even a completely new form of ‘knowledge society’.

The knowledge economy. There are many who argue that we are moving towards a new ‘knowledge-based economy’ or ‘knowledge society’, in which the role and significance of knowledge as an input to economic processes has fundamentally changed. In some cases it is argued that this rests on advances in information technology that are leading to a ‘paradigm shift’. The idea here seems to be that there are basic changes in economic functioning, and changes in the economic rules of the game, for both business and policymakers. Proponents of such views can be found in business, where the 'new paradigm' has been held to justify previously high levels of stock prices in ICT and Internet-related companies, as well as in policy-making, and in innovation analysis.

But what does it mean to speak of the ’knowledge economy? At the outset, it must be said that there is no coherent definition, let alone theoretical concept, of this term: it is at best a widely-used metaphor, rather than a clear concept. The OECD has spoken of knowledge based economies in very general terms, as meaning “those which are directly based on the production, distribution and use of knowledge and information”.2 This definition is a good example of the problems of the term, for it seems to cover everything and nothing: all economies are in some way based on knowledge, but it is hard to think that any are directly based on knowledge, if that means the production and distribution of knowledge and information products. references

European Comission. (2008). Knowledge Economy Indicators. Workpackage 2. Indicators for the Knowledge-Based Economy: Summary Report. MERIT


04

kei

knowledge economy indicators Knowledge Based Economy (KBE) includes performance for innovation (capabilities and output) and globalization (impact of globalization on work and life).Both innovation and the drivers of a KBE require a broad set of skills and capabilities. The indicators for a KBE need to consider reading and writing as important as mathematics and science. The transition of work and life brought about by the KBE requires networking, problem solving and communication skills, from writing to marketing.

•Production and diffusion of ICTs. ICT is the main technology underlying the KBE and increases in productivity. •Human resources, skills and creativity. These indicators represent the primary set of indicators needed to develop composite indicators on the human potential of a nation. These indicators reveal the creative and absorptive capacity of a work force. •Knowledge production and diffusion. This group includes many of the traditional indicators of R&D and knowledge production. They provide us with sound trend data and with indicators to develop composite measures of globalization and competitiveness. •Innovation, entrepreneurship and creative destruction. These indicators tell us about the churn and change brought about by ICTs and globalizing knowledge economies. They cover firm behavior and aspects of innovation including demand for innovative products, financing and market innovation. The share of the population in specific age cohorts can provide insights into the demand for innovative products. references

Keith Smith, & STEP Group (2001). What is the ‘knowledge economy’? Knowledgeintensive industries and distributed knowledge bases. Oslo, Norway: European Comision.


05 human capital

the lisbon strategy

The Lisbon Strategy, aka the Lisbon Agenda or Lisbon Process, was an action and development plan devised in 2000, for the economy of the European Union between 2000 and 2010.. Its aim was to make the EU "the most competitive and dynamic knowledge-based economy in the world capable of sustainable economic growth with more and better jobs and greater social cohesion", by 2010.It was set out by the European Council in Lisbon in March 2000.

the role of ICT One of the groundbreaking aspects of

the Lisbon agenda was the appeal by the heads of European governments to businesses’ new sense of corporate social responsibility as an asset for Europe’s competitiveness goals, particularly through lifelong learning, enabling opportunity and social inclusion.

Microsoft’s Corporate Citizenship activities are built on four key areas which reflect the importance of this call: • Internet Safety and Policy Leadership to address key societal challenges in the ICT sector such as online child safety, privacy, security and spam; • Responsible Business Practices to ensure integrity and transparency in how we conduct our business and to provide a healthy workplace environment to our employees; • Economic Opportunity to strengthen local economic development, growth, competitiveness and innovation, a priority which is at the heart of the Lisbon Agenda; • Digital Inclusion and Education to enable people, communities and nations to access the benefits of technology tools, skills and solutions through lifelong learning and education. Member states are strongly urged for reforms. They are required to improve (and not only increase) their investment in knowledge and in human capital through the provision of better education and skills to their citizens in a lifelong learning perspective. The rapidly evolving knowledge economy imposes the continuous updating and renewal of skills, so as to adapt to changes. references

European Comission. (2006). Conference on Knowledge Economy, Challenges for measurement. Luxembourg: Office for Official Publications of the European Communities


06 human capital the lisbon strategy

LIfelong learning perspective The objective of the session on Human Capital was to better identify appropriate strategies to improve the measurement of the contribution of human capital to growth. This is of immediate relevance to the revised Lisbon strategy strongly emphasizes the relationship between growth, competitiveness and human capital. Member states are strongly urged for reforms. They are required to

100 million europeans are registered in the

education systems

improve (and not only increase) their investment in knowledge and in human capital through the provision of better education and skills to their citizens in a lifelong learning perspective. The rapidly evolving knowledge economy imposes the continuous updating and renewal of skills, so as to adapt to changes.

Workforce Competitiveness and growth The realization of knowledge economy, completion of the internal market and promotion of competition, the establishment of a favorable climate to businesses and an adaptable and inclusive labor market are identified among the key issues for increasing the economic growth and higher productivity. Sound macroeconomic conditions make the crucial framework for success. Europe must address the challenge of ageing populations and the need to increase labor productivity, as well as the EU economy to mounting competition from abroad. The range of economic activities exposed to external competition has widened, now including the production of both high-tech and labor intensive goods and services. To respond to these challenges, a renewed Lisbon strategy has been designed focusing the European Union’s efforts on two principal tasks – delivering stronger, lasting growth and more and better jobs. Action plans both by the individual Member States and Commission have been drawn up.

usa

eu

38%

22%

working age population with a tertiary graduation

references

European Comission. (2006). Conference on Knowledge Economy, Challenges for measurement. Luxembourg: Office for Official Publications of the European Communities


07a

what is innovation impact on smeS

32.9% of Spanish companies with 10 or more employees were innovative in 2008-2010. and marketing). In this percentage are included technological innovation (product and process) and non-technological (organizational and marketing).

100%

DEF. Innovation Activities Innovative activities are all kinds of scientific, technological, organizational, financial and trade, including investment in new knowledge,which actually or potentially lead to the implementation of innovations. From this definition we can distinguish two types of innovation: technological innovation and non-technological innovations.

DEF. technology innovation 32.9%

Technological innovations include products (goods or services) and new technological processes and significant technological improvements thereof. An innovation is considered as such when it has entered the market (product innovation) or used in the production process of goods or services (process innovation). references

Notes de Prensa. (2011). Madrid: Instituto Nacional de Estadistica.


07b

how to do innovation goal of innovation

41.9% increase quality

41.9% of companies said that the priority of their innovative activities was to increase the quality of products or services.

36,5%

increase production and services 36.5% identified as priority is the increase of production capacity or service provision.

acquisition of R&D (external R&D) machinery, equipment, advanced hardware or software acquisition of other external knowledge for innovation training for innovation activities

Introduction of market innovations

Design for production & distribution references

Notes de Prensa. (2011). Madrid: Instituto Nacional de Estadistica.


07

who is doing innovation main innovators

38.8%

sectors of investments industry

62,7%

computer and electronic

51,6%

71,1% pharmacy

services

computer consultancy

73,3% companies

product innovation

Product innovation in 2008-2010 accounted 38.8% of sales in 2010 for innovative companies. This percentage drops to 17.7% if only considering products new to the market. references

Notes de Prensa. (2011). Madrid: Instituto Nacional de Estadistica.


08

cost of innovation a company effort

“the need to innovate is growing stronger as innovation comes closer to being the sole means to survive and prosper in highly competitive and globalized economies” “David , & Foray (2002). Economic Fundamentals of the Knowledge Society.

16.171.000 € technological innovation spending This amount of money represent a decrease of 8.3% over 2009.

2.1%

impact on business

In 2010 reached 2.1% of the business of companies with 10 or more employees based on technological innovation expenditure.

madrid

catalonia

basque

37.0%

22.5%

9.0%

The autonomous communities that made greater technological innovation expenditure in 2010 were Madrid, Catalonia and the Basque Country. references

Notes de Prensa. (2011). Madrid: Instituto Nacional de Estadistica .David & Foray (2002). Economic Fundamentals of the Knowledge Society.


09

sources for innovation different strategies

44.9% internal sources

44.9% of companies considered internal information sources (within the company or group) were the most important to carry out innovation projects.

43.5% market sources

Meanwhile, 43.5% of companies considered market sources (suppliers, customers, competitors)

Cooperation in technological innovation of enterprises 1_other companies 2_suppliers of equipment 3_clients 4_competitors 5_consultants or private institutes 6_universities and other teaching centers 7_public research centers 8_technology centers

49,4%

28,2%

21,4%

1

27,3%

2

3

35,4%

20,1%

4

30,6%

18,3%

5

6

7

8

references

Notes de Prensa. (2011). Madrid: Instituto Nacional de Estadistica.


11

worforce of innovation

Employment by workforce Spain, 2011.

employment is now

The unemployment registred a sharp drop of employees in the public and private sectors compensated by an increase in the number of self-employed. The labour market is rapidly, spurred by recent legislative iniciatives: more part-time jobs & lower percentage of employes with temporary contracts

60%

employement in smes

The most notable feature of Spanish SMEs is their contribution to employment generation, occupying about 60% of the total workforce. And in particular, are the smaller companies that occupy a larger number of employees .

Recent trends in the labour markeT Occupied Labour Force

6% 4% 2% 0% -2% -4% -6% -8%

Empl oyers Incl . s el f-empl oyed Empl oyees : publ i c s ector Empl oyees : pri va te s ector

10% 12% 2009

2010

2011

Source: Instituto Nacional de EstadĂ­stica

2012

.

references

Notes de Prensa. (2011). Madrid: Instituto Nacional de Estadistica.


07

training innovation stay competitive Training and development are important for all businesses and are particularly critical for small organizations. Experienced, competent people contribute to both the productivity and profitability of the company. Remaining competitive depends in large measure on ensuring that your workforce is trained and up to date with ever-changing skills and knowledge, especially in today’s global economy, in which keeping up with new methods is so important.

While training and development can be expensive, it is still considered worthwhile in terms of achieving the long-term benefits of company and individual. it is still necessary to provide training; otherwise, companies discover how easy it is to fall behind both in terms of competence and meeting customers’ needs. references

Notes de Prensa. (2011). Madrid: Instituto Nacional de Estadistica.


09 the market the bigger depression

crisis by numbers

26% 2.329 70%

*

unemployement rate During the bleakest days of the 01 Great Depression, when Americans waited in bread lines and the nation’s future looked grim, the unemployment rate peaked at about 25%. Spain's unemployment rate tops 26%. Young people have been especially affected, with 100,000 fewer people age 20-24 employed. About 70% more people left Spain in 2011 than in 2010, statistics show. 850,000 jobs over the last year: 2335,16 each day.

*

jobs lost each day

increase of emigrant in 2011/2010 *numbers relative to Spain

references

01 Rifkin, J. (2011). The third industrial revolution: How lateral power is transforming energy, the economy, and the world. New York: Palgrave Macmillan.


08a the market structure

99.88%

Economic Structure of SMEs P < 2mln euros 2 < P< 10 mln P >10 mln

companies are SMES

According to the Central Companies Directory (CCD), on 1 January 01 2011, 3,246,986 companies in Spain, of which 3,243,185 (99.88%) are SMEs (between 0 and 249 employees).

18.3% smes are in catalunya

In 2007, over half of Spanish SMEs are concentrated in the regions of Catalonia with 624,723 (18.3% of the national total), references

Retrato de las PYME 2012. (2012). Spain: Ministero de Industria, Energia y Turismo.


22a

from knowledge economy to knowledge society the evolution of knowledge The knowledge economy’s growth into the knowledge society hinges on the proliferation of knowledge-intensive communities. These communities are basically linked to scientific, technical and some business professions or projects. As has been said, they are characterized by their strong knowledge production and reproduction capabilities, a public or semi-public space for learning and exchange and, the intensive use of information technologies.

“Only when increasing numbers of communities displaying those very characteristics are formed across a wide array of cognitive fields will the knowledge society become a reality rather than a vison of a possible future.� references

David & Foray (2002). Economic Fundamentals of the Knowledge Society.



22

soft discontinuity the bases of knowledge economy

Not all of the competencies required for the knowledge economy are new – the soft-skills such as leadership, ability to work in teams, learning to learn, and communication and analytical skills have been a feature of the workforce for centuries.

“The knowledge economy represents a “soft discontinuity” from the past – it is not a “new” economy operating to a new set of economic laws.” It appear to be a number of set requirements: teamwork, communication and learning skills. But these sorts of soft skills can hardly be described as new. Indeed, though sidelined during the age of Fordism, they have always, throughout history, been crucial to the development and well-being of individuals in the world of work. references

Notes de Prensa. (2011). Madrid: Instituto Nacional de Estadistica.


21

building circuits and grey water blurried barriers between program and system There are at least 3 circuits directly related with the water system. The main goal for the design will be that the following circuits: Night, Km0 market and performance, will be part of the water system. The urban agriculture fileds (5) will use the cleaned water from the living machine, (1) to (4), that will help to produce the food that will be consume in the night circuit (8) and the tidal wetland (3) and the horizontal flow wetland (2) will be part of the internal and external landscapes that will be related with some spaces of the performance circuit (6). In other hand, the cleaned water (4) could also be used as the main source of a stiling engine (9) and to serve the toilets of the building (10).

(4)

(3)

(2)

(1) (10)

(5)

(7)

(6)

(8)

(9)

(1) Primary tank. (2) Horizontal flow wetland. (3) Tidal wetland. (4) Reuse storage tank (5) Agriculture fields. (6) Performance circuit. (7) km0 market circuit. (8) Night circuit. (9) Stirling engine. (10) Toilet water.


20

Performance circuit and salt water blurried barriers between program and system Some programs of the performance circuit will be also a salt water system from where the building will produce energy, cold dry air (in summer) and warm humid air (in winter). The salt water (1) will be pumped from the mediterrian sea and will serve the Salt spa (2)-(6)-(9) wich will be part of the salt battery (3) and the saltwater spray absorption refrigeration [(6) (9) (7) (8)].

(3)

(8)

(7)

(10)

(1) (2)

(6)

(9) (10)

(4)

(5)

(1) Sea water. (2) Performance circuit. (3) Salt battery. (4) Cold air. (5) Warm humid air. (6) Salt walter spray (spa). (7) Fresh water spray (spa). (8) Fresh water container. (9) Salt water spray (spa). (10) Cold/warm air.


19

night circuit

24H building square meter use. mission (1) Improve square meter performance by changing it from day to night. (2) Use spaces as work exposition areas. (3) Use the 0km market products for profit uses. (4) Bring closer other kind of users that give live to the building.

USER (1) External user. (2) Locals and external cultural tourism. (3) Building and external workforce.

program Themed enterteinment. Themed restaurant. Chill out lounges. Music bar. Gift shop.

TIME FRAME [a.m]

[p.m]


08b the market

distribution of smes by sectors

social emergency La Mina neighbourhood is situated in Sant Adrià de Besòs and built in the 1970s to offer new housing opportunities for populations living in the different slum neighbourhoods of Barcelona. However, physical, economic and social disparities exist in La Mina. In the 1980s-1990s the first intervention plans to ameliorate Graphic 1. Evoluction of number of companies and annual variation (%). the social situation were introduced but did not have enough capacity to respond to the long-term issues in the neighbourhood. In September 2000, a Consortium was established, introducing a Transformation Plan based on urban and Distribution of Spanish companies by sectors and percentage of total 2010. social revitalisation.

number of companies annual variation

references


09

local to global economy a dynamic export sector

34%

FOREIGN COMPANIES IN CATALONIA BY COUNTRY

exports of spain located in catalONIA Catalonia’s economic activity has always depended on its ability to connect to the rest of the world. Catalonia is today an unbeatable meeting point for international business.

60%

exports have a technological content 75% of exports and 60% of imports within the EU. Almost 60% of Catalan exports have a mediumhigh to high technological content.

references

Open to the world | ACC1Ă“ - Competitiveness for Catalonia. (n.d.). Retrieved from http://www.catalonia.com/en/catalonia-barcelona/openworld.jsp


10 la mina the site

density inhabitants per km2

17.8 9.07 15.9 La Mina

Sant Adria Besós

disoccupation 4000 3500 3000 2500 2000 1500 1000 500 0 2006

Barcelona

young

population La mina, Hannah Collins, 2001

31% 24% - 19 years old

- 16 years old

education

2009

2010

2011

2012

sectors of disoccupation 2500 2000 1500 1000 500 0 Agriculture

Industry

Construction Services unemployed

emigration 600

18%

40%

200

of students drop off before High School

2008

3000

500

of the population can’t read or write

2007

400 300

100 0

2006

2007

2008

2009

2010

2 0 11

references

Descripción sociodemográfica. (2013). Consorci del barri de la Mina. Retrieved February 14, 2013, from http://www.barrimina.cat


12

social innovation incubator The Social Innovation Incubator plans in short, medium and long term, combining strategies to move forward productive projects in diferent levels. It focuses on the reinsertion of the unemployeed workforce to the economic system of Barcelona but it also provides these and other users the technical and intellectual knowledge to develope skills that will allow them to adapt to the ever changing technologies and modifications of the performance of any job.

On one hand, the Social Innovation Incubator provides the user (through workshops, laboratories, tutories, etc) with the necessary knowledge to face the new paradigms and processes of innovation. On the other hand, it promotes competitive workers and entrepreneurs that will contribute to the economic growth of Barcelona and the social cohesion of Sant Andreu de Bes贸s.

develops and promotes

tools, skills and competencies adaptable vision for new tendencies

infraestructure

INCUBATOR system

before

training workshops laboratories tutories

social cohesion (integration) innovation / new paradigms / new processes / new ideologies creates life projects & competitivity creation, startup and development of new productive models

follows up

during

revaluates and redirects

to work in the field of social entrepreneurship and get involved in the economic dynamics

future


13

THE HYBRID PROGRAM The Hybrid Agenda. Personality Celebration of complexity: Mixture of interdependent activities. Opportunist building that take advantages of multiple skills. Sociability: Meeting between private and public spaces. The activity its constant and not controlled by public and private rhythm- Full time building. Form: Attempts a undifferentiated habitat from the diversity of functions that are contained inside. All the activities should provide life to the building.

Conventional program

VS.

Hybrid program

In the search for models capable of economising resources, hybrid buildings, are chance samples that include the gene of mixed-use development in its code. This gene is necessary in order to adapt to the signs of the time.


14

training circuit preparing the new knowledge based society. mission

program

(1) Prepare unemployed workforce for new speciallities.

Formation. Individual study pods. Interdisciplinary learning classroom. Audio visual classroom. Workshops.

(2) Promote link between new workforce and industries. (3) Promote community sense. (4) Outsource knowledge and work.

USER (1) Educators. (2) Researchers. (3) Barcelona unemployed workforce.

Investigation and production. Laboratory. Mechanery department. Community. Mix uses spaces. Gaming room. Meeting pods. Informal meeting rooms.

TIME FRAME [a.m]

[p.m]

[a.m]

[p.m]

[a.m]

[p.m]


14a

studying alone students preferences vs. campus design. Students prefer studying alone almost 3 to 1.

Personal studying pods- FIDM San Diego Campus. Clive Wilkinson Architects.

71% Study alone

01

29%

Study in groups

Students prefer studying alone to group study by a factor of almost 3:1, and quiet is as much a prerequisite for effective studying as it is hard to come by.

Most on-campus time is spent working alone

This time alone represents almost half of the time students spend on campus. Consider the provision of individual on-campus space in light of student preferences and needs.

Studying- working alone on- campus. Studying in groups

01

44% 8%

01. (2011). CONNECTING CAMPUS DESIGN TO A NEW KIND OF STUDENT. Changing Course., 1, 10. Retrieved February 19, 2013, from http://www.gensler.com/uploads/documents/Changing_Course_Survey_10_08_2012.pdf

references


15

networing circuit creating a live linked in. mission

program

(1) Promote freelance entrepreneurship.

Collaborate spaces. Informal meeting rooms. Audio visual meeting rooms. Brainstorming rooms. Co-working rooms.

(2) Improve square meter uses. (3) Promote networking. (4) Promote link between freelancers and industry. (5) Promote outsource work.

USER (1) Freelancers. (2) Small companie’s workforce.

Practice spaces. Fahsion workshop. Computer laboratory. Energy laboratory. Physical model workshop. Science laboratory.

TIME FRAME [a.m]

[p.m]

[a.m]

[p.m]


15a

the work modes the 4 modes of working around an office. There is four modes of working around an office. Actually, office design it’s just developing good FOCUS spaces, but it’s not going through the other three work modes.

Collaborate

86% 72%

Productive workforce it’s also equal to socialize, collaborate, focus, relax and learn in healthy spaces. In the US companies there are expenses over the

80

Focus

83% 70%

millions of dollar for unhealthy and unproductive employees.

Employees at top-performing companies not only spend more time collaborating and learning, they consider that time more critical to job success than do their peers at average companies, who remain focus work-centered.

Top-performing companies. Average companies.

Socialize

82% 68%

Learn

83% 70%

top performing companies design their workplace to support all four modes.

(2008). Knowledge works equal four work modes. 2008 Workplace survey: US, 1, 15. Retrieved February 19, 2013, from http://www.gensler.com/uploads/documents/2008_Gensler_Workplace_Survey_US_09_30_2009.pdf

references


16 performance circuit breathing points that achieve productivity. mission

program

(1) Improve productivity and performance of workforce.

Community spaces. Cafeteria. Gaming room. TV-News room.

(2) Create community sense. (3) Create new networking platforms. (4) Bring services that gather profit from the context. (5) Use the seawater and ambience salinity as a genetic code.

USER (1) Building’s workforce. (2) Foreign workforce. (3) Students and academic crew.

Focusing spaces. Private gardens. Private focusing pods. Fitness and wellness center. Kinetic stand alone gym. Dance studio. Indoor and outdoor walking tracks. Salt Spa. Salt water ponds.. Relaxation themed lounge.

TIME FRAME [a.m]

[p.m]

[a.m]

[p.m]

[a.m]

[p.m]


17 cultural circuit a driver of a sustainable agenda. mission

program

(1) Injecting the art into the city.

Library. Art and design. History. Science and technology. Languages.

(2) Injecting the city life into the building. (3) Injecting the produced knowledge into the city. (4) Building activities as a visible performing through open path.

USER (1) Artists and liberal art professionals. (2) Design field professionals. (3) Local and foreign cultural tourism. (4) Building students and educators.

Performing and liberal arts center. Mobile auditorium. Positionable hydraulic performing pit. Performing arts institution. Art workshops. Exhibition center. Art. Cinema. Innovations. Work in progress (Open path).

TIME FRAME [a.m]

[p.m]

[a.m]

[p.m]

[a.m]

[p.m]


18

kmo market circuit

innovation in the consumption and production field.

mission

program

(1) Promote healthy products to the building and the community.

Plant lab. Biodynamic agriculture. Hydroponic agriculture. Eatable landscape. Vertical farming.

[a.m]

[p.m]

Learning and research. Urban farm school. Water laboratory. Seeds laboratory. Biodiversity laboratory.

[a.m]

[p.m]

[a.m]

[p.m]

(2) Create stations that track data collecting and analysis of the market sources and products. (3) Establish a culture of social responsibility and nature contact.

USER (1) Barcelona unemployed workforce. (2) Technology´s professionals. (3) Energy´s professionals. (4) Design´s professionals.

Market. Commercial main space. Production storage.

TIME FRAME


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