Universities, as educational institutions, play a vital role in the development and improvement of the society, contributing to the welfare of citizens. Considering the social responsibility of universities with a large number of stakeholders (students, institutions, government, employees, companies, local community, etc.), this chapter aims to examine how these institutions establish the mission, objectives and strategic actions oriented at meeting these expectations. In this line, university in its daily management is also considered a corporate entity, which set up strategic plans and practices, an essential process to achieve its success in the long term. The chapter explores the necessary steps for adjusting these strategic plans to the new challeng e of introducing a socially responsible orientation in their management.

The implementation of University Social Responsibility (USR) in its strategic plans is a subject of great social interest. However, the lack of understanding produces deficient stakeholder's engagement, obstructing USR applications and potential benefits. USR in a formal context and as part of strategy should be a path that leads to its fulfilment. A Delphi method was used and several experts have participated in it. Results show that USR is related to student's issues, among main drivers are to work under a code of ethics and acquire civic competences as a part of their vocational training. Among barriers to be involved in social responsibility activities is the lack of engagement of university community. The insufficient communication into the university community is mentioned as one of the main obstacles to incorporate USR into strategic planning. Relevance of this work relies on the holistic points of views of the results.

This study describes the status of training inCatalonia's large companies, from an economic and organizational point of view. The results are based on empirical-descriptive research conducted with a sample of large and medium-sized businesses. It analyses the organizational structure of the businesses and the type of organizational structure in relation to training. From the economic point of view it seeks to identify the cost of training and the importance assigned to the different levels of evaluation of that training in the companies. This study also compares the status of training in Catalonia's large companies with what happens in other countries and regions that may have similarly diverse economies. The final conclusions emphasize factors such as the consolidation of the training department within the companies' organizational structures, the size of the enterprises and their turnover, as key variables of training provision. Another important feature is the signif-* Catalonia is one of the most important autonomous communities in the Spanish State. Its capital is Barcelona. This community, particularly the metropolitan region of Barcelona, generates around 20 per cent of the Spanish gross domestic product.In-company training in Catalonia 141 icant differences between the types of organizational structure and the role of training. Lastly, it considers how training and its evaluation impact on the various economic and financial aspects of the companies.

The topic of Training Requirements in Industry is relatively new. This article identifies the needs of training and the possible problems that can otherwise occur, with the primary objective being to provide guidelines for the planning of postgraduate courses.