Deliverable D5.1 UNITA Multilingual Dissemination Plan

D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 1/130 Deliverable D5.1 UNITA Multilingual Dissemination Plan D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 2/130 Deliverable card Deliverable No. D5.1 Deliverable Title UNITA Multilingual Dissemination Plan Version-date 1.0 – 16/10/2025 Lead Beneficiaries UBI/UPNA Contractual due date 31/10/2025 Work package 5 Task 5.1 Dissemination level PU – Public Authors Task Team 5.1 Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or EACEA as granting authority. Neither the European Union nor the granting authority can be held responsible for them. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 3/130 Abstract [In English] Context and Objectives The Communication Plan of UNITA – Universitas Montium defines the strategic framework for communication and dissemination during the second phase of the Alliance. Its objective is to ensure coherent, effective and inclusive communication across all partner universities, reinforcing UNITA’s identity and visibility at both local and European levels. This deliverable contributes to the overall objectives of the project by fostering community engagement, enhancing transparency and amplifying the impact of UNITA’s activities in education, research and innovation. Methodology The Communication Plan was developed through a collaborative process involving communication officers and representatives from all UNITA partner universities. The approach combined document analysis, benchmarking with other European alliances, audience mapping and feedback collection from all Work Packages. This participatory methodology enabled the identification of best practices, common needs, challenges and shared strategic priorities to guide the Alliance’s communication actions. Results and Outcomes The Communication Plan provides a coherent strategic framework aligning UNITA’s internal and external communication with the Alliance’s overall mission and values. It defines key objectives, target audiences, channels and tools, together with a detailed timeline and measurable indicators for impact assessment. The document also includes a unified brand narrative, updated visual identity guidelines and a crisis communication protocol. Altogether, these elements strengthen UNITA’s visibility, cohesion and capacity to communicate its achievements effectively to diverse audiences. Impact and Applications The Communication Plan reinforces UNITA’s internal coordination and coherence in external messages, ensuring a consistent narrative across all partners. Its implementation contributes to greater visibility, trust and engagement among stakeholders, while supporting the dissemination of UNITA’s achievements in education, research and innovation. In the long term, it provides a sustainable framework to guide communication activities throughout the project’s lifetime and beyond. Conclusions and Next Steps The Communication Plan establishes a comprehensive and coherent framework to guide UNITA’s communication efforts during the second phase of the Alliance. It defines shared objectives, audiences and tools that will strengthen collaboration and visibility across partners. In the next phase, efforts will focus on implementing the plan, monitoring its indicators and adapting the strategy in response to the evolving needs and priorities of the Alliance. Keywords Communication strategy; visibility; stakeholder engagement; Institutional identity; dissemination plan; community building D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 4/130 Resumo [Em Português] Contexto e objetivos O Plano de Comunicação da UNITA – Universitas Montium define o enquadramento estratégico da comunicação e da disseminação durante a segunda fase da Aliança. O seu objetivo é assegurar uma comunicação coerente, eficaz e inclusiva entre todas as universidades parceiras, reforçando a identidade e a visibilidade da UNITA, tanto a nível local como europeu. Este deliverable contribui para os objetivos globais do projeto, promovendo o envolvimento da comunidade, reforçando a transparência e ampliando o impacto das atividades da UNITA nos domínios da educação, da investigação e da inovação. Metodologia O Plano de Comunicação foi elaborado através de um processo colaborativo que envolveu os responsáveis pela comunicação e representantes de todas as universidades parceiras da UNITA. A abordagem combinou a análise documental, o benchmarking com outras alianças europeias, o mapeamento de públicos e a recolha de contributos de todos os Work Packages. Esta metodologia participativa permitiu identificar boas práticas, necessidades comuns, desafios e prioridades estratégicas partilhadas, orientando as ações de comunicação da Aliança. Resultados e impactos O Plano de Comunicação oferece um enquadramento estratégico coerente que alinha a comunicação interna e externa da UNITA com a missão e os valores globais da Aliança. Define objetivos fundamentais, públicos-alvo, canais e ferramentas, acompanhados de um calendário detalhado e de indicadores mensuráveis para a avaliação do impacto. O documento inclui ainda uma narrativa de marca unificada, diretrizes atualizadas de identidade visual e um protocolo de comunicação em situações de crise. Em conjunto, estes elementos reforçam a visibilidade, a coesão e a capacidade da UNITA para comunicar de forma eficaz os seus êxitos a públicos diversificados. Impacto e aplicações O Plano de Comunicação reforça a coordenação interna da UNITA e a coerência das mensagens externas, assegurando uma narrativa consistente entre todos os parceiros. A sua implementação contribui para uma maior visibilidade, confiança e envolvimento das partes interessadas, ao mesmo tempo que apoia a divulgação dos êxitos da UNITA nos domínios da educação, da investigação e da inovação. A longo prazo, oferece um enquadramento sustentável que orienta as atividades de comunicação ao longo de todo o ciclo de vida do projeto e para além dele. Conclusões e próximos passos O Plano de Comunicação estabelece um enquadramento abrangente e coerente para orientar os esforços de comunicação da UNITA durante a segunda fase da Aliança. Define objetivos, públicos e ferramentas partilhados que irão reforçar a colaboração e a visibilidade entre os parceiros. Na próxima fase, os esforços concentrar-se-ão na implementação do plano, na monitorização dos seus indicadores e na adaptação da estratégia em resposta às necessidades e prioridades em evolução da Aliança. Palavras-chave Estratégia de comunicação; visibilidade; envolvimento das partes interessadas; identidade institucional; plano de disseminação; construção de comunidade. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 5/130 Resumen [En español] Contexto y objetivos El Plan de Comunicación de UNITA – Universitas Montium define el marco estratégico de comunicación y difusión durante la segunda fase de la Alianza. Su objetivo es garantizar una comunicación coherente, eficaz e inclusiva entre todas las universidades socias, reforzando así la identidad y la visibilidad de UNITA tanto a nivel local como europeo. Este entregable contribuye a los objetivos generales del proyecto al fomentar la implicación de la comunidad, aumentar la transparencia y amplificar el impacto de las actividades de UNITA en los ámbitos de la educación, la investigación y la innovación. Metodología El Plan de Comunicación se elaboró mediante un proceso colaborativo en el que participaron responsables de comunicación y representantes de todas las universidades socias de UNITA. El enfoque combinó el análisis documental, la comparación con otras alianzas europeas (benchmarking), la identificación de audiencias y la recogida de aportaciones de todos los paquetes de trabajo (Work Packages). Esta metodología participativa permitió identificar buenas prácticas, necesidades comunes, retos y prioridades estratégicas compartidas para orientar las acciones de comunicación de la Alianza. Resultados y logros El Plan de Comunicación proporciona un marco estratégico coherente que alinea la comunicación interna y externa de UNITA con la misión y los valores generales de la Alianza. Define los principales objetivos, públicos destinatarios, canales y herramientas, junto con un calendario detallado e indicadores medibles para evaluar el impacto. El documento incluye, además, una narrativa de marca unificada, directrices actualizadas de identidad visual y un protocolo de comunicación en situaciones de crisis. En conjunto, estos elementos refuerzan la visibilidad, la cohesión y la capacidad de UNITA para comunicar eficazmente sus logros a audiencias diversas. Impacto y aplicaciones El Plan de Comunicación refuerza la coordinación interna de UNITA y la coherencia de sus mensajes externos, asegurando una narrativa uniforme entre todos los socios. Su aplicación contribuye a una mayor visibilidad, confianza e implicación de los grupos de interés, al tiempo que apoya la difusión de los logros de UNITA en educación, investigación e innovación. A largo plazo, proporciona un marco sostenible que orienta las actividades de comunicación a lo largo de la vida del proyecto y más allá de su finalización. Conclusiones y próximos pasos El Plan de Comunicación establece un marco integral y coherente para guiar los esfuerzos de comunicación de UNITA durante la segunda fase de la Alianza. Define objetivos, audiencias y herramientas compartidas que fortalecerán la colaboración y la visibilidad entre los socios. En la siguiente etapa, los esfuerzos se centrarán en la implementación del plan, el seguimiento de sus indicadores y la adaptación de la estrategia en función de las necesidades y prioridades cambiantes de la Alianza. Palabras clave Estrategia de comunicación; visibilidad; implicación de los grupos de interés; identidad institucional; plan de difusión; construcción de comunidad. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 6/130 Résumé [En Français] Contexte et objectifs Le plan de communication de l’alliance UNITA – Universitas Montium définit le cadre stratégique de la communication et de la diffusion au cours de la deuxième phase de l’alliance. Son objectif est d’assurer une communication cohérente, efficace et inclusive entre toutes les universités partenaires, en renforçant l’identité et la visibilité d’UNITA aux niveaux local et européen. Ce livrable contribue aux objectifs globaux du projet en favorisant l’engagement de la communauté, en améliorant la transparence et en amplifiant l’impact des activités d’UNITA dans les domaines de l’éducation, de la recherche et de l’innovation. Méthodologie Le plan de communication a été élaboré à travers un processus collaboratif impliquant les responsables de la communication et les représentants de l’ensemble des universités partenaires d’UNITA. L’approche a combiné l’analyse documentaire, le benchmarking avec d’autres alliances européennes, la cartographie des publics cibles et la collecte de retours provenant de l’ensemble des work packages. Cette méthodologie participative a permis d’identifier les meilleures pratiques, les besoins communs, les défis et les priorités stratégiques partagées destinées à orienter les actions de communication de l’alliance. Résultats et réalisations Le plan de communication offre un cadre stratégique cohérent alignant la communication interne et externe d’UNITA sur la mission et les valeurs globales de l’alliance. Il définit les objectifs clés, les publics cibles, les canaux et les outils, ainsi qu’un calendrier détaillé et des indicateurs mesurables pour l’évaluation de l’impact. Le document comprend également une narration de marque unifiée, des lignes directrices actualisées relatives à l’identité visuelle et un protocole de communication de crise. L’ensemble de ces éléments renforce la visibilité, la cohésion et la capacité d’UNITA à communiquer efficacement ses réalisations auprès de publics variés. Impact et applications Le plan de communication renforce la coordination interne d’UNITA et la cohérence de ses messages externes, garantissant une narration uniforme entre tous les partenaires. Sa mise en œuvre contribue à accroître la visibilité, la confiance et l’engagement des parties prenantes, tout en soutenant la diffusion des réalisations d’UNITA dans les domaines de l’éducation, de la recherche et de l’innovation. À long terme, il offre un cadre durable destiné à orienter les activités de communication tout au long de la durée du projet et au-delà. Conclusions et prochaines étapes Le plan de communication établit un cadre global et cohérent destiné à orienter les actions de communication d’UNITA au cours de la deuxième phase de l’alliance. Il définit des objectifs, des publics et des outils communs qui renforceront la collaboration et la visibilité entre les partenaires. Dans la prochaine phase, les efforts se concentreront sur la mise en œuvre du plan, le suivi de ses indicateurs et l’adaptation de la stratégie en fonction de l’évolution des besoins et des priorités de l’alliance. Mots-clés Stratégie de communication; visibilité; engagement des parties prenantes; identité institutionnelle; plan de diffusion; développement communautaire. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 7/130 Riassunto [In Italiano] Contesto e obiettivi Il Piano di comunicazione di UNITA – Universitas Montium definisce il quadro strategico per la comunicazione e la diffusione durante la seconda fase dell’Alleanza. Il suo obiettivo è garantire una comunicazione coerente, efficace e inclusiva tra tutte le università partner, rafforzando l’identità e la visibilità di UNITA sia a livello locale che europeo. Questo deliverable contribuisce agli obiettivi complessivi del progetto favorendo il coinvolgimento della comunità, migliorando la trasparenza e amplificando l’impatto delle attività di UNITA nei settori dell’istruzione, della ricerca e dell’innovazione. Metodologia Il Piano di comunicazione è stato elaborato attraverso un processo collaborativo che ha coinvolto i responsabili della comunicazione e i rappresentanti di tutte le università partner di UNITA. L’approccio ha combinato l’analisi documentale, il benchmarking con altre alleanze europee, la mappatura dei pubblici e la raccolta di feedback provenienti da tutti i Work Package. Questa metodologia partecipativa ha permesso di individuare le migliori pratiche, i bisogni comuni, le sfide e le priorità strategiche condivise per orientare le azioni di comunicazione dell’Alleanza. Risultati e esiti Il Piano di comunicazione fornisce un quadro strategico coerente che allinea la comunicazione interna ed esterna di UNITA con la missione e i valori complessivi dell’Alleanza. Definisce gli obiettivi principali, i pubblici di riferimento, i canali e gli strumenti, insieme a un calendario dettagliato e a indicatori misurabili per la valutazione dell’impatto. Il documento include inoltre una narrazione di marca unificata, linee guida aggiornate per l’identità visiva e un protocollo di comunicazione in situazioni di crisi. Nel loro insieme, questi elementi rafforzano la visibilità, la coesione e la capacità di UNITA di comunicare efficacemente i propri risultati a pubblici diversi. Impatto e applicazioni Il Piano di comunicazione rafforza il coordinamento interno di UNITA e la coerenza dei messaggi esterni, garantendo una narrazione uniforme tra tutti i partner. La sua attuazione contribuisce ad accrescere la visibilità, la fiducia e il coinvolgimento degli stakeholder, sostenendo al contempo la diffusione dei risultati di UNITA nei settori dell’istruzione, della ricerca e dell’innovazione. A lungo termine, fornisce un quadro sostenibile per orientare le attività di comunicazione durante l’intero ciclo di vita del progetto e oltre. Conclusioni e prossimi passi Il Piano di comunicazione stabilisce un quadro completo e coerente per orientare le attività di comunicazione di UNITA durante la seconda fase dell’Alleanza. Definisce obiettivi, pubblici e strumenti condivisi che rafforzeranno la collaborazione e la visibilità tra i partner. Nella fase successiva, gli sforzi si concentreranno sull’attuazione del piano, sul monitoraggio dei relativi indicatori e sull’adattamento della strategia in risposta ai bisogni e alle priorità in evoluzione dell’Alleanza. Parole chiave Strategia di comunicazione; visibilità; coinvolgimento degli stakeholder; identità istituzionale; piano di diffusione; costruzione della comunità. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 8/130 Rezumat [In limba română] Context și obiective Planul de Comunicare al Alianței UNITA – Universitas Montium definește cadrul strategic pentru comunicare și diseminare în cea de-a doua fază a Alianței. Obiectivul său este de a asigura o comunicare coerentă, eficientă și incluzivă între toate universitățile partenere, consolidând identitatea și vizibilitatea UNITA atât la nivel local, cât și la nivel european. Acest livrabil contribuie la obiectivele generale ale proiectului prin stimularea implicării comunității, creșterea transparenței și amplificarea impactului activităților UNITA în domeniile educației, cercetării și inovării. Metodologie Planul de Comunicare a fost elaborat printr-un proces colaborativ care a implicat responsabilii cu comunicarea și reprezentanți ai tuturor universităților partenere UNITA. Abordarea a combinat analiza documentară, compararea cu alte alianțe europene, cartografierea publicului-țintă și colectarea feedbackului din toate pachetele de lucru (Work Packages). Această metodologie participativă a permis identificarea celor mai bune practici, a nevoilor comune, a provocărilor și a priorităților strategice împărtășite, menite să ghideze acțiunile de comunicare ale Alianței. Rezultate și concluzii Planul de Comunicare oferă un cadru strategic coerent care aliniază comunicarea internă și externă a UNITA cu misiunea și valorile generale ale Alianței. Acesta definește obiectivele principale, publicurile-țintă, canalele și instrumentele de comunicare, împreună cu un calendar detaliat și indicatori măsurabili pentru evaluarea impactului. Documentul include, de asemenea, o narațiune unificată a mărcii, ghiduri actualizate privind identitatea vizuală și un protocol de comunicare în situații de criză. Toate aceste elemente consolidează vizibilitatea, coeziunea și capacitatea UNITA de a comunica în mod eficient realizările sale către publicuri diverse. Impact și aplicații Planul de Comunicare consolidează coordonarea internă a UNITA și coerența mesajelor externe, asigurând o narațiune consecventă între toți partenerii. Implementarea sa contribuie la o vizibilitate sporită, la creșterea încrederii și a implicării părților interesate, sprijinind în același timp diseminarea realizărilor UNITA în domeniile educației, cercetării și inovării. Pe termen lung, Planul oferă un cadru durabil care ghidează activitățile de comunicare pe întreaga durată a proiectului și după încheierea acestuia. Concluzii și pași următori Planul de Comunicare stabilește un cadru cuprinzător și coerent pentru a ghida eforturile de comunicare ale UNITA în cea de-a doua fază a Alianței. Acesta definește obiective comune, publicuri și instrumente care vor consolida colaborarea și vizibilitatea între parteneri. În etapa următoare, eforturile se vor concentra pe implementarea planului, monitorizarea indicatorilor săi și adaptarea strategiei în funcție de nevoile și prioritățile în evoluție ale Alianței. Cuvinte-cheie Strategie de comunicare; vizibilitate; implicarea părților interesate; identitate instituțională; plan de diseminare; consolidarea comunității. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 9/130 Abbreviations and acronyms BIP: Blended Intensive Programmes BSKY: Bluesky CHNU: Yuriy Fedkovych Chernivtsi National University in Ukraine CMS: Content Management System DoA: Description of Action FB: Facebook GEIE: European Economic Interest Grouping GEO: Generative Engine Optimization HE: Higher Education HES-SO: University of Applied Sciences and Arts Western Switzerland HR: Human Resources IG: Instagram IPG: Polytechnic Institute of Guarda IT: Information Technology KPI: Key Performance Indicator LI: LinkedIn NGO: Non-Governmental Organization ROI: Return on Investment SEO: Search Engine Optimization SWOT: Strengths, Weaknesses, Opportunities and Threats TT: Task Team UBI: University of Beira Interior UNIBS: University of Brescia UNITBV: Transilvania University of Brașov UNITO: University of Turin UNIZAR: University of Zaragoza UPNA: Public University of Navarre UPPA: University of Pau and the Pays de l'Adour USMB: University Savoie Mont Blanc UVT: Western University of Timișoara WP: Work Package YT: YouTube D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 16/130 Crisis communication (Mitigation plan) Alliances such as UNA Europa, SEA-EU, and 4EU+ include a risk analysis related to communication, as well as preventive and responsive measures by communication teams. Development of a Crisis Communication Plan that addresses different crisis scenarios and appropriate responses. This plan is detailed in Chapter 8 and expanded upon in Annex 2. 2.4. Audience analysis The UNITA communication plan is based on an analysis of the key public or stakeholders linked to the alliance, both internally and externally. This work has been carried out within the framework of one of the project tasks, which aimed to identify the individuals, organizations, and institutions that may benefit from or be involved with UNITA’s actions at the local, regional, national, European, and international levels. The methodology employed combines criteria of influence and interest, following the powerinterest matrix model, and has made it possible to establish priorities, adapt strategies, and assign appropriate channels for each target audience. In total, 17 stakeholder groups have been identified (10 external and 7 internal), as well as 261 specific actors distributed among the partner countries, as described in Chapter 4 (Communication Strategy). The full document, including analysis matrices, categorization, and group-specific strategies, is presented as Annex 3. 2.5. Improvement proposals received from the Work Packages The development of this Communication Plan has considered the proposals and suggestions collected during the UNITA Week 3 , held in Pamplona in February 2025. Among them, two stand out: • Improvement of internal communication between the Management Committee and the UNITA working teams. • Creation of a network of communication officers with the universities of the Geminae Program in order to enhance information dissemination. 2.6. SWOT Matrix Based on the previous analyses, a SWOT matrix has been developed that summarizes the main factors influencing UNITA’s communication: strengths, weaknesses, opportunities and threats. To facilitate reading, the SWOT is presented divided into two sections: internal environment and external environment. Table 2. Analysis of the Internal Environment Internal Environment Strengths Weaknesses • Establishment of UNITA offices4 and communication teams at each university, ensuring a decentralized structure and direct interlocution in each territory. • Limitations of time and human resources dedicated to communication tasks, due to personnel involved simultaneously participating in other projects. 3 This annual meeting is the main space for coordination and face-to-face work of the alliance, where representatives of all the work packages, the Management Committee (the project's coordinating body) and the universities of the alliance converge. 4 These offices serve as institutional entry points and coordination hubs for all alliance-related activities, offering proximity to local staff and students and enabling tailored internal dissemination strategies. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 17/130 Internal Environment Strengths Weaknesses • Existence of a specific Task Team (TT 5.1)5 dedicated to communication, with a social media subgroup. • Consolidated experience in the use of Romance languages, which strengthens the alliance’s identity. • Decentralized communication structure with local “antennas” in faculties and departments of the universities6, allowing for widespread and context-adapted dissemination. • Fluid relationship between TT 5.1 and the institutional communication offices of the universities, which facilitates message alignment and access to an ecosystem of twelve higher education institutions from seven countries, including press offices, websites, social media, newsletters, and academic events. • Constant production of multichannel content through proprietary platforms (web, social media, newsletters), with an adaptive approach depending on audiences and formats. • Demonstrated ability to tailor messages to local contexts while maintaining global brand and strategy consistency. • Accumulated experience in institutional communication during Phase 1 of the project, summarized in the best practices document (Annex 1). • Geographic dispersion and time zone differences among the universities. • Predominance of English as the operational language, creating tension with the institutional commitment to multilingualism and Romance languages. • Difficulties in engaging academic and administrative staff in alliance activities. • Challenges in capturing and mobilizing students’ attention, particularly through social media. • Need to consolidate a system to monitor results and evaluate the impact of communication actions. • Need to strengthen internal coordination within the alliance to collect information. • Turnover of communication staff, which may affect the continuity of planned actions and project knowledge. • Dependence on social media algorithms that penalize institutional content, as the limited organic reach of posts, combined with digital content saturation, make it difficult for messages to reach wide audiences without paid promotion. • Limited visibility of the project outside the academic environment despite communication efforts. Table 3. Analysis of the External Environment External Environment Opportunities Threats • Growing recognition of university alliances as agents in the transformation of higher education, which facilitates their presence in media and strategic debates. • Growing Euroscepticism and narratives opposing European values (such as inclusion, gender equality, sustainability, and European citizenship). • Perception of the European Union as a distant and bureaucratic entity. 5 Task Team 5.1. External dissemination and public engagement, which is part of WP 5 Impact and dissemination. 6 “Antennas” are academic staff members from departments and faculties (usually mobility coordinators) at each university who act as liaisons by distributing information, gathering feedback and promoting engagement in UNITA initiatives. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 18/130 External Environment Opportunities Threats • Increased sensitivity towards multilingualism and cultural diversity in Europe, allowing UNITA to stand out with its focus on Romance languages and mutual intercomprehension. • Trend towards valuing projects with territorial impact and connection to local communities, facilitating narratives adapted to each university and its audiences. • Opportunity to incorporate communication as a strategic component in projects funded by European programs, which place increasing importance on visibility and public impact. • Expansion of collaborative networks among European university alliances (such as FOREUFORALL), promoting the exchange of good communication practices and crossvisibility. • Growing interest from media, administrations, and academic forums in initiatives exemplifying transnational cooperation and sustainability, opening opportunities for coverage and public legitimization. • Presence at international educational events and higher education fairs, offering privileged spaces for promotion. • Existence of a complementary network, such as the universities in the Geminae Programme, to strengthen international dissemination. • Audience fragmentation and information overload that hinder message reach. • Increasing demand from younger generations of students (Generations Z and Alpha) for authentic, participatory, and digital-native content, especially through social media and audiovisual formats. • Growing legal requirements regarding personal data protection and the ethical use of artificial intelligence (particularly in multimedia products such as images, videos, or music), which affect the choice of digital tools and dissemination formats. • Increase in cybersecurity threats, risks to digital identity, and reputation attacks. • Exposure to disinformation in the digital environment, particularly on social media. • Possible gap between the values UNITA aims to project and the actual perception held by some audiences. • Need to strengthen the knowledge and visibility of the UNITA alliance in the territories where it operates, especially among citizens and regional institutional leaders, to consolidate and generate local support. 2.7. Conclusions The diagnosis carried out allows defining the state of communication within the UNITA alliance, revealing an institutional ecosystem with a solid foundation but also significant challenges. The main aspects highlighted are: • UNITA has a decentralized communication structure that has demonstrated the ability to produce multichannel content in diverse cultural and linguistic contexts, although there is room for improvement regarding coordination and impact evaluation. • There are limitations in terms of available human resources and a lack of involvement from academic and administrative staff as well as students. • Commitment to linguistic diversity is a valuable differentiating feature, although it poses organizational and communication coherence challenges in the face of the communicative predominance of English; this requires innovative solutions, such as promoting mutual intercomprehension. • The visibility of the UNITA alliance among citizens, local administrations, and other territorial actors still has room for improvement. This lower level of external recognition may partially limit its capacity to generate social impact in the regions and D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 19/130 to establish itself as a benchmark for local transformation. It is advisable to reinforce communication strategies aimed at these non-academic audiences, with approaches better adapted to their contexts and channels. • The European environment offers real opportunities for projecting the alliance through programs that promote visibility and cooperation with other alliances. However, external risks are also detected, derived from audience fragmentation, growing Euroscepticism, technological acceleration, digital information overload, and disinformation. • The sustainability of communication in the long term will depend on the capacity to establish flexible strategies, sustained over time and adapted to different audiences and channels, which succeed in increasing participation, visibility, and commitment to the project from the university community. 3. Target audiences The target audiences of the UNITA Communication Plan have been defined based on the stakeholder mapping carried out by TT 5.1. The stakeholder map has provided an essential tool to facilitate strategic communication within the UNITA alliance, ensuring greater engagement. The work conducted has led to the identification of relevant stakeholders, grouped into seven internal audiences and ten external audiences. Furthermore, the most relevant areas of activity of the alliance for these audiences have been identified, and a total of 261 specific actors have been assigned and prioritized across different categories. In addition, general communication channels were defined for these actors based on the purpose of the message, alongside specific crisis communication strategies, as well as both external and internal communication strategies. This identification allows organizing communication actions according to the interests, levels of influence, and needs of each group, to ensure the relevance of messages and the effectiveness of their dissemination. Additionally, linking these audiences with the alliance’s main activities facilitates more coherent planning, efficient resource allocation, and greater visibility of the impact generated. For more information, see Annex 3. With this approach, two main categories of stakeholders have been defined: External stakeholders They encompass individuals and entities outside the UNITA structure, but who may benefit from, be influenced by, or be engaged with its actions. These include: 1. Policy makers, and other public stakeholders. 2. Business community, associative structures, and other private stakeholders. 3. Associated partners. 4. Other universities in the world. 5. Other universities in Europe. 6. Other European alliances. 7. Academic staff outside UNITA universities. 8. Prospective students. 9. Citizens. 10. National and foreign media, journalists, and opinion makers. Internal stakeholders They include those actively involved in the development and implementation of UNITA activities: 1. Academic staff. 2. Students. 3. Administrative staff. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 20/130 4. Task co-leaders. 5. Work Packages Task Teams. Activities with stakeholder participation The main activities developed within the framework of the project, around which the participation of different groups is organized, are: • Mobility Programs (Internships / Virtual mobility). • Rural Mobility. • Courses / Blended Intensive Programmes (BIP). • Research Activities. • Romance languages and intercomprehension language courses. • Geminae Program. • Green Sustainability. Tables 1 and 2 of this document schematically show the relationship between these stakeholder groups (internal and external) and the activities described, serving as a basis for planning communication actions directed at each of them. These matrices allow the identification of which groups should be prioritized, depending on their power and interest/as shown in Figure 2. Priorization Framework in Annex 3, for being informed, involved, or mobilized in each type of action, ensuring effective communication tailored to the different audiences within the UNITA ecosystem. Figure 2. Priorization framework in Annex 3 D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 21/130 Figure 3. External Stakeholder Engagement Matrix for UNITA Activities D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 22/130 Figure 4. Internal Stakeholders Engagement Matrix for UNITA Activities D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 23/130 4. UNITA’s strategic vision for communication This Communication Plan is situated at a moment of maturation for the UNITA project as a European university alliance. As the UNITA ecosystem consolidates, communication must evolve from a supporting function to a strategic role capable of projecting the distinctive value of the UNITA model, strengthening the sense of belonging, and positioning the alliance as a relevant actor before its key audiences. To this end, the following strategic axes guide UNITA’s communication actions through 2027. Strategic Axis 1: Shared identity and sense of belonging Building a strong and recognizable institutional identity is a necessary condition to consolidate a cohesive, engaged, and active UNITA community. Communication plays a significant role in this process, not only through the application of a common visual identity but also through narratives that express the alliance’s founding values, the diversity of its academic cultures, and its commitment to the territory. This axis seeks to reinforce the sense of belonging among students, academic and administrative staff, and governance and working teams of the alliance by developing a shared identity without diluting the richness of local contexts. Strategic Axis 2: Territorial proximity and public value UNITA is an alliance deeply rooted in its regions. Effective communication must make visible the real contribution of the project to territorial development, social cohesion, and knowledge transfer. This axis promotes proximity campaigns led by each university, showcasing the human impact of the project through local stories, success cases, and personal testimonies. Additionally, it encourages building sustained relationships with media, regional authorities, businesses, and civil society to consolidate the alliance’s public legitimacy beyond the university environment. Strategic Axis 3: Active participation UNITA’s communication must go beyond merely disseminating information. It must become a tool for dialogue, active listening, and real involvement of the university community. This axis promotes participatory, emotional, and multiformat communication, where students, academic and administrative staff, governance teams and UNITA Student Assembly are active agents. This involves boosting the dissemination of personal testimonies and involving active students and UNITA Student Assembly as drivers of the bond between the alliance and its community, while ensuring communication is accessible, multilingual, and pluralistic. Strategic Axis 4: International positioning UNITA aspires to establish itself as a recognized actor within the European Higher Education Area. To achieve this, the communication strategy must project a coherent, professional image aligned with the visibility standards of the Erasmus+ programme. This axis promotes the creation of high-quality multilingual content, strengthening the alliance’s digital presence, and developing strategic partnerships with other European universities. 4.1. Connecting the strategic vision with the objectives As previously indicated, these four strategic axes constitute the long-term vision guiding UNITA’s communication until 2027. Each axis expresses a key dimension of the alliance’s communicative maturity: identity, territorial value, participation, and international projection. Together, they define where UNITA aims to go —a communication model that is coherent, participatory, and recognisable within and beyond its regions. This vision for 2027 is translated into actionable goals and measurable results through the strategic objectives, which are described in Chapter 5. Each strategic objective is nourished by several axes: • Axes 1 and 3 primarily strengthen internal cohesion and engagement; • Axes 2 and 4 reinforce external visibility and territorial legitimacy. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 24/130 All four axes also operate transversally across the actions presented in Section 5.4, ensuring that day-to-day communication activities remain fully aligned with UNITA’s long-term vision and strategic objectives. To clarify the logical structure of UNITA’s Communication Plan, the following table summarises the five hierarchical levels linking the strategic vision with its operational implementation, as further detailed in the next chapter. Table 4. Conceptual Framework of the Communication Plan Level Function Timeframe Vision Describes the destination or ultimate aspiration (where we want to go) Long term (end of the project) Strategic objectives Explain how that vision is translated into broad and assessable goals Medium to long term Specific Objectives Break down each strategic objective into concrete, thematic areas of focus that guide operational planning. Medium term Operational objectives Translate the strategic objectives into shortor medium-term targets, with clear timelines and indicators. Short to medium term Actions Represent the practical and measurable execution of the objectives Short term (annual) 5. Communication strategy UNITA’s communication strategy aims to strengthen the sense of belonging to the alliance, encourage the active participation of students as well as academic and administrative staff, and highlight the impact of the UNITA model in the regions, among the general public and institutional stakeholders. The elements that make up this strategy are described below. 5.1. Strategic and specific objectives Strategic objectives establish broad institutional communication goals, while specific objectives define and narrow down those goals to facilitate their implementation and evaluation. Table 5. Breakdown of Strategic and Specific Communication Objectives Strategic Objectives Specific Objectives 1. Increase the notoriety and visibility of the UNITA brand and its mission, contributing to the respective prestige among university alliances. 1.1. Expand UNITA's digital presence and strengthen its positioning on social media through organic growth strategies, content segmentation, and brand consistency tailored to each platform. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 25/130 Strategic Objectives Specific Objectives 1.2. Increase UNITA's presence in the media through the planning of institutional campaigns aimed at generating news coverage and the regular dissemination of press releases. 1.3. Coordinate the regular publication of content about UNITA on the alliance universities’ channels (e.g., websites, social media, and institutional newsletters). 1.4. Increase UNITA's visibility in local contexts by participating in institutional events at the universities and collaborating with media outlets in the regions where the alliance operates. 1.5. Position UNITA as a key player in forums, events, and strategic networks within the European Higher Education Area. 1.6. Strengthen UNITA's digital presence by improving search engine positioning through SEO and GEO techniques that facilitate access to content for both internal and external audiences. 1.7. Develop strategic campaigns that highlight the impact of the research hubs in addressing major current challenges and emphasize their contribution to the university model promoted by UNITA. 2. Communicate the activities, actions and projects within the scope of its mission, disclosing the results obtained with transparency and clarity. 2.1. Regularly disseminate clear and up-todate information on the project's progress, organized activities, and the outcomes of the research hubs, using accessible channels and formats that are understandable for different target audiences. 2.2. Develop outreach materials that clearly explain the scientific, academic, and social impact of UNITA's initiatives, tailoring messages to each specific audience. 2.3. Reflect UNITA's commitment to linguistic diversity by promoting the use of Romance languages in content aimed at local audiences and English for content intended for international audiences. 3. Reinforce the public's feeling of trust in the alliance through transparency mechanisms, building close relationships and partnerships between UNITA and the target audience or institutions relevant to its activity. 3.1. Develop people-centered narratives (testimonies, experiences, success stories) that showcase the impact of UNITA's activities in a relatable and tangible way. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 32/130 Table 8. Communication Matrix Website LI FB IG X BSKY YT Newsletter Brochures / Leaflets Merchandise / giveaways Press releases / Press confer. UNITApedia Email Meetings / Webinars External stakeholders Policy makers and other public stakeholders X X X Business community, associative structures and other private stakeholders X X X X Associated partners X X X X X X X X X X X X Other universities in the world X X X X X X X X X X X X X Other universities in Europe X X X X X X X X X X X X X Other European alliances X X X X X X X X X X X X X Academic staff outside UNITA X X X X X X X X X Prospective students X X X X X X X X X X X Citizens X X X X X X X X X Media, opinion makers X X X X X X X X X X D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 33/130 Internal stakeholders Academic staff X X X X X X X X X X X X X Students X X X X X X X X X X X Administrative staff X X X X X X X X X X X X X Task co-leaders X X X X X X X X X X X X X WPs Task Teams X X X X X X X X X X X X X D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 34/130 5.4. Timeline for communication actions The communication planning of UNITA, described below, is structured across three timeframes —short, medium, and long term— following a progressive logic. Each phase includes operational objectives accompanied by actions, anticipated risks, mitigation measures, indicators, and verifiable targets, enabling a gradual and measurable implementation of the communication strategy. Figure 5. Timeline for Communication Actions Although this Communication Plan was developed in the third year of the project (October 2025), it also incorporates the objectives and actions implemented during the first years. This approach allows for the systematisation of what has already been achieved, aligning it with the strategic goals and providing a coherent basis for midterm evaluation. In this way, the Plan offers a comprehensive overview of the communication strategy, linking past actions with future development. As previously explained, building on the strategic and specific objectives defined in the previous section, the operational objectives translate them into concrete, time-bound actions. While the strategic framework defines what UNITA aims to achieve by 2027, the operational objectives determine how and when those goals will be implemented through annual or phased actions, ensuring that the alliance’s communication evolves coherently from vision to practice. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 35/130 Short term (Year 1: 2025) Table 9. Alignment of Short-Term Actions (Year 1: 2025) with Strategic Axes, Objectives, and Priorities Actions Strategic axes Specific objectives Operational objective Priority 1. Update and develop UNITA’s institutional communication kit, including graphic elements and editorial guidelines, with clear usage instructions and periodic monitoring of its application across various channels. 1 and 3 3 (3.3) and 4 (4.1, 4.2, 4.3, 4.4) Design and implement a common model of institutional communication for the alliance, ensuring visual, editorial, and functional coherence across all channels and laying the foundation for strengthening the sense of belonging to UNITA within university communities. High 2. Establish a basic editorial plan that defines the frequency, key content, and thematic distribution across alliance channels (newsletter, social media, website). 1 and 3 1 (1.3), 4 (4.2) and 5 (5.1) High 3. Coordinate with university communication offices to disseminate content planned in the shared editorial calendar (press releases, events, and campaigns) through local and regional media. 1 and 3 1 (1.2, 1.3) Medium 4. Define basic criteria to include Romance language versions alongside English as a vehicular language in institutional content, whenever feasible. 1 and 4 2 (2.3) and 4 (4.2) High 5. Promote the systematic use of official hashtags and UNITA tagging in social media posts through the creation of a best practices guide and its dissemination among students and staff. 1 and 2 1 (1.1), 3 (3.1) and 4 (4.2) Medium 6. Disseminate the project’s initial initiatives on both UNITA’s channels and those of each university using shared messages adapted to the local context. 2 1 (1.2, 1.3), 2 (2.1) and 3 (3.1, 3.3) High 7. Encourage communication collaboration among alliance universities through cross-promotion of activities and key messages. 1 and 2 1 (1.1, 1.3) Medium 8. Define basic communication workflows between governance teams, work packages, and communication officers, assigning contact points and setting up regular information exchange routines. 3 5 (5.1) High 9. Design and develop a basic institutional communication evaluation framework with indicators and publish the first monitoring results in a biannual report. 3 5 (5.6) High D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 36/130 Table 10. Risk Mitigation Framework and Monitoring Indicators for Short-Term Implementation (Year 1: 2025) Risks Mitigation Measures • Lack of active engagement from students and staff in UNITA’s communication activities, reflected in behaviours such as limited interaction on social media and low usage of alliance-related hashtags or tags in relevant posts. • Apply gamification strategies (such as challenges and giveaways) in campaigns aimed at stimulating participation and dissemination. • Share attractive and easy-to-share microcontent (e.g., Instagram stories) adapted to the platforms preferred by students. • Low number of subscribers on official channels (newsletter, social media). • Promote subscription to channels at university events and institutional platforms. • Integrate visible subscription buttons in digital materials and forms. • Inconsistent use of the institutional communication kit (templates, logo, typography, slogan, boilerplate, etc.). • Establish mandatory guidelines for the use of the communication kit. • Schedule training sessions on institutional identity for communication officers. • Uneven involvement of alliance universities in communication activities. • Agree on common minimum participation standards. • Create a contribution tracking system, with internal progress reports and regular coordination meetings. Indicators8 Targets and Verification Sources • Number of UNITA newsletters sent. • At least 6 newsletters per year. • Mailchimp registration. • Number of coordinated posts per week on institutional social media accounts. • Minimum of 2 posts per week per channel. • Social media activity report. • Percentage of universities participating in the planned joint editorial tasks. • At least 80% participation by the end of the year. • Shared editorial calendar. • Completion of the first internal evaluation report on institutional communication. • Delivered before month 12. • Document shared on DataCloud, based on data collected throughout the analysed period. 8 Action Execution Indicators (AEI). Measure whether the planned activities have been effectively implemented. They are linked to operational objectives and actions, with an annual time horizon. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 37/130 Medium term (Year 2: 2026) Table 11. Alignment of Medium-Term Actions (Year 2: 2026) with Strategic Axes, Objectives, and Priorities Actions Strategic axes Specific objectives Operational objective Priority 1. Development and dissemination of institutional communication campaigns among the alliance universities, focused on the project’s most significant milestones, using a common narrative, shared visual templates, and joint editorial planning and dissemination calendars. 1 and 2 1 (1.1, 1.2, 1.3), 2 (2.1, 2.3), 3 (3.3) and 5 (5.5) Build an institutional positioning for UNITA as a university alliance through its presence in media outlets, digital spaces, and academic forums, with a progressive projection of its brand among both internal and external audiences. High 2. Dissemination of campaigns centred on real testimonials and personal experiences of students and staff participating in UNITA activities that highlight the human dimension of the project and reinforce its diverse identity to promote emotional identification with the alliance. 3 1 (1.1, 1.7), 3 (3.1, 3.3) and 5 (5.5) High 3. Creation of informative materials that clearly and accessibly explain the concepts, initiatives, and expected results of UNITA aimed at a non-specialist audience, with versions in English and Romance languages, for dissemination through social media, the website, and institutional alliance events, as well as through university channels. 3 and 4 1 (1.1, 1.3), 2 (2.2, 2.3), 3 (3.3) and 5 (5.5) High 4. Coordinated sending of UNITA press releases, in collaboration with the alliance universities, for dissemination in local, regional, and specialized media, following the planned calendar. 1 and 2 1 (1.1, 1.2, 1.3), 2 (2.1, 2.2, 2.3) and 3 (3.3) Mediumhigh 5. Preparation of a web best practices manual, including a basic SEO and GEO positioning strategy. 2 and 4 1 (1.6) High 6. Launch of specific campaigns for students based on participatory dynamics on social media, with digital challenges, short videos, surveys, or personal posts, and incentives to use common hashtags that encourage sharing content. 3 1 (1.1), 3 (3.1, 3.3) and 5 (5.3) High 7. Create a structured liaison group between TT5.1 and the Student Assembly to co-design communication campaigns, collect feedback, and identify emerging student communication needs. 3 5 (5.1, 5.5)- High D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 38/130 Actions Strategic axes Specific objectives Operational objective Priority 8. Dissemination of practical information (e.g., calls, opportunities, courses, etc.) among the different university groups (students and academic and administrative staff). 1 1 (1.1), 3 (3.3) and 5 (5.5) Medium 9. Creation of a specific communication campaign focused on showcasing the value and contribution of UNITA research hubs in addressing major current challenges (such as sustainability, social inclusion, or digital transition) consistent with the alliance’s values. 2 and 4 1 (1.1, 1.2, 1.3, 1.4, 1.7) and 3 (3.3) High 10. Selection of UNITA student ambassadors and support so they can act as organic promoters of the project in their virtual and university environments. 3 3 (3.1) and 5 (5.3) High 11. Enhancement of UNITA’s visibility at relevant institutional events organized by the universities (e.g., welcome ceremonies, academic events, open days) through presentations, visual materials, and active presence of project representatives. 1 1 (1.4), 3 (3.1, 3.3) and 5 (5.5) Medium 12. Identification and prioritization of events and networks of the European Higher Education Area where UNITA can progressively and realistically strengthen its visibility in order to focus efforts on well-prepared institutional participation. 4 1 (1.5) and 3 (3.3) High 13. Development of UNITA’s institutional presence in relevant professional and academic digital communities (such as LinkedIn thematic groups, networks associated with European alliances, or sectoral platforms) through a planned publication strategy adapted to those environments. 4 1 (1.1, 1.5) and 3 (3.3) Mediumhigh 14. Seeking communicative collaborations with other European university alliances, oriented toward shared campaigns, mutual mentions, or joint production of digital content (e.g., shared interviews, thematic articles, joint opinion pieces, or videos). 4 1 (1.1, 1.5) and 3 (3.3) Medium 15. Design and implementation of dialogue mechanisms with key actors in the institutional and social environment of the alliance (regional authorities, third sector entities, business community, and media) through periodic newsletters 2 1 (1.4) and 3 (3.2, 3.3) High D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 39/130 Actions Strategic axes Specific objectives Operational objective Priority and invitations to UNITA events, informational sessions, or participatory meetings. 16. Preparation of a protocol regulating the use of artificial intelligence tools, including principles of transparent use, recommendations on aesthetic and graphic coherence criteria aligned with UNITA’s identity, ethical considerations, permitted and prohibited uses, and mechanisms for protocol review and updating. 1 4 (4.1, 4.4) Medium 17. Establishment of the communication officers’ network with the Geminae Program universities by identifying responsible people and creating coordination channels that allow integrating their actions into UNITA’s global communication. 1 and 4 1 (1.1) and 5 (5.2) High 18. Development of the digital platform UNITApedia as an internal communication tool for those working in the alliance to centralize relevant information and strategic documents. 1 and 3 5 (5.4) High 19. Review and adjustment of the institutional communication evaluation framework to ensure editorial coherence and compliance with the communication actions calendar. 1 5 (5.6) High D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 40/130 Table 12. Risk Mitigation Framework and Monitoring Indicators for Medium-Term Implementation (Year 2: 2026) Risks Mitigation Measures • Stagnation or limited growth in reach and interaction on digital channels due to lack of renewal in formats and messages, limited thematic diversity, or disconnection with the interests of new audiences. • Design segmented campaigns targeting specific audiences with messages adapted to each profile. • Periodically renew communication formats and styles. • Connect messages with personal experiences and the personal, academic, and social benefits provided by UNITA. • Assign the social media subgroup to monitor digital trends (reels, short-form storytelling, generative AI, etc.). • Uneven implementation of campaigns among the alliance universities. • Strengthen coordination of editorial calendars among universities to ensure harmonious and continuous dissemination. • Document replicable best practices. • Communication fatigue among internal audiences (students, academic, and administrative staff). • Incorporate emotional content and authentic testimonials. • Adapt content and formats to the digital habits of young audiences, using approachable language and current cultural references • Difficulties in securing participants for testimonial campaigns. • Involve student ambassadors, or students with high social media visibility or institutional responsibilities (e.g., members of the UNITA Student Assembly). • Request student participation at strategic moments such as the start and end of mobility stays. • Turnover of communication staff with risk of loss of continuity and institutional knowledge. • Document key processes and decisions. • Keep updated the contact directory of alliance members related to communication. • Establish a welcome protocol for new members. • Organize quick onboarding training sessions for new hires. • Create an archive of best practices and communication learnings accessible to all universities. • Weak presence of UNITA in external media. • Create a database of priority media outlets. • Establish proactive relationships with those media identified as priority. • Invite journalists to UNITA events. • Generate impactful territorial information content, with testimonials, data, and significant results presented in a regional context. • Low public visibility outside the university environment. • Maintain continuous participation in European university networks. • Establish collaboration with local and D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 41/130 regional media. • Develop accessible and attractive outreach materials for the general public. • Promote collaborations with social, cultural, and educational entities in the environment. • Ensure active UNITA presence in relevant public events, fairs, and conferences (educational, European, cultural) to increase exposure before authorities and citizens. • Lack of regular monitoring of the impact of communication actions. • Assign follow-up officers at each university. • Conduct quarterly reviews. • Delays in launching UNITApedia as an internal communication channel. • Establish minimum phases for implementation. Indicators Targets and sources of verification • Number of coordinated thematic campaigns launched by UNITA and jointly disseminated. • At least 2 thematic campaigns annually, disseminated by at least 5 universities. • Coordination files from TT5.1, shared materials repository, screenshots of publications, and links to websites/social media. • Number of visibility campaigns launched featuring real testimonials and experiences. • At least 2 campaigns per year. • Campaign archive. • Percentage of alliance universities participating in the campaign about student mobility experiences and other studentrelated topics. • Active participation of at least 70% of alliance universities. • Participation reports from TT5.1 and collection of publication links. • Number of students selected as UNITA ambassadors. • At least 15 students involved in this initiative. • Lists and monitoring, screenshots of posts, and social media interactions. • Number of publications about UNITA in external media. • At least 10 publications (news, articles, interviews) in external media. • Press clippings, links to digital media, and clipping databases. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 48/130 • Number of internal events organized by partner universities where UNITA is presented 2026 (Year 2) Number of coordinated thematic campaigns launched and jointly disseminated • Number of posts on Instagram • Number of videos on YouTube and/or Instagram reels • Number of visits to the UNITA main website page • Number of press releases issued • Quarterly growth rate in social media followers and newsletter subscriptions Internal / External 1. Increase the notoriety and visibility 2. Communicate the activities, actions and projects Number of visibility campaigns launched featuring real testimonials and experiences • Number of press releases issued • Number of news items published on the UNITA website • Number of videos on YouTube and/or Instagram reels • Number of posts on Instagram • Number of visits to the UNITA main website page • Quarterly growth rate in social media followers and newsletter subscriptions Internal / External 1. Increase the notoriety and visibility 2. Communicate the activities, actions and projects Percentage of alliance universities participating in the campaign about student mobility experiences and other student-related topics • Percentage of partners having harmonised the UNITA corporate identity marks in their official communication • Number of news items published on the UNITA website • Number of press releases issued • Quarterly growth rate in social media followers and newsletter subscriptions External / Internal 1. Increase the notoriety and visibility 4. Standardise UNITA's image 4. Standardise UNITA's image Number of students selected as UNITA ambassadors • Quarterly growth rate in social media followers and newsletter subscriptions • Number of external events with institutional participation of UNITA or its representatives • Number of internal events organized by partner universities where UNITA is presented External / Internal 1. Increase the notoriety and visibility 3. Reinforce the public's feeling of trust 5. Strengthen the mechanisms of internal communication Number of publications about UNITA in external media • Number of press releases issued • Increase in traffic to the UNITA website • Number of external events with institutional participation of UNITA or its representatives Internal / External 2. Communicate the activities, actions and projects 3. Reinforce the public's feeling of trust 2027 (Year 3) Number of stories published in the “impact stories” repository • Number of news items published on the UNITA website • Number of videos on YouTube External / Internal 1. Increase the notoriety and visibility D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 49/130 6. Institutional identity The institutional identity of UNITA helps project a recognizable image aligned with the alliance’s values. This chapter presents the elements that make up this identity. 6.1. Brand narrative a. Slogan The UNITA slogan (“Climb your Future”) is one of the most visible expressions of its institutional narrative. This slogan symbolically summarizes the transformative vocation of the alliance, as it evokes both its connection to the mountainous environment (Universitas Montium) and its commitment to the academic, social, and personal progress of students as well as academic and administrative staff. To ensure a coherent communicative identity across all dissemination materials, it is recommended to maintain the use of the slogan “Climb your Future” in graphic campaigns, presentations, institutional documents, and digital channels, accompanied by the official logo when appropriate. and/or Instagram reels • Number of views of videos published on YouTube • Number of visits to the UNITA main website page Number of entities/individuals awarded in the annual recognition initiative • Number of news items published on the UNITA website • Number of press releases issued • Quarterly growth rate in social media followers and newsletter subscriptions Internal / External 1. Increase the notoriety and visibility 2. Communicate the activities, actions and projects 3. Reinforce the public's feeling of trust Number of student ambassadors highlighted in the final visibility campaign • Number of posts on Instagram • Number of videos on YouTube and/or Instagram reels • Number of views of videos published on YouTube • Quarterly growth rate in social media followers and newsletter subscriptions • Number of external events with institutional participation of UNITA or its representatives • Number of internal events organized by partner universities where UNITA is presented Internal / External 1. Increase the notoriety and visibility 3. Reinforce the public's feeling of trust 5. Strengthen the mechanisms of internal communication D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 50/130 Figure 6. UNITA Visual Identity: Logo and Slogan “Climb your future!” b. Language UNITA’s Communication Plan language strategy combines two complementary approaches: promoting Romance languages as a hallmark of the alliance’s identity and using English as the vehicular language for international projection and internal coordination. Use of Romance Languages In line with UNITA’s founding values, the Communication Plan encourages the presence of Romance languages in content aimed at internal audiences and local communities. These languages are especially used for: • Local adaptation of campaigns, graphic materials, and videos. • University campaigns with territorial and human impact. • Production of outreach and awareness materials for students and academic and research staff of each university. Linguistic mutual intercomprehension among Romance languages is valued as a practical tool to reinforce a common identity, facilitate inclusion, and enrich everyday communication within the alliance. Use of English English is used as a functional language for: • Institutional communication on social media and the web, especially for content with an international vocation or intended for audiences external to the alliance. • Preparation of strategic documents, deliverables, and official materials addressed to the European Commission. • Interuniversity coordination, meetings of Task Team 5.1, and the transnational work of technical groups. c. Boilerplate In news, articles, or press releases about UNITA activities, it is recommended to include at the end a common, agreed-upon description of what UNITA is. The proposed text is as follows: UNITA is an alliance of twelve higher education institutions in seven countries of various sizes and backgrounds, comprising approximately 250,000 students and 22,000 members. From west to east: Universidade de Beira Interior and Instituto Politécnico da Guarda in Portugal, Universidad Pública de Navarra and Universidad de Zaragoza in Spain, Université de Pau et des Pays de l’Adour and Université Savoie Mont Blanc in France, Università di Torino and Università degli Studi di Brescia in Italy, Universitatea de Vest din Timisoara and Universitatea Transilvania Brasov in Romania, Haute Ecole Spécialisée de Suisse Occidentale in Switzerland and Yuriy Fedkovych Chernivtsi National University in Ukraine. In addition to the higher education institutions, the legal entity UNITA GEIE acts as full partner. These universities share a commonality in their location in rural and/or cross-border areas, as well as the use of Romance languages as academic languages, with the exception of the Ukrainian partner. The alliance promotes mobility and research projects among the member universities. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 51/130 6.2. Visual identity To reinforce the coherence and recognition of the UNITA brand, Task Team 5.1 has developed a common visual identity guide (Annex 4). This document establishes the graphic standards for the use of the logo, corporate colours, typography, and basic visual elements, as well as their applications in institutional stationery and promotional materials. 7. Resources 7.1. Human resources a. General team structure The communication activities of UNITA are coordinated and carried out by Task Team 5.1, a transversal group that connects with the rest of the alliance’s work packages. The communication team works under a model of shared responsibility, with decision-making distributed among the group, in dialogue with the communication officers of each university. TT 5.1 works on three levels: 1. Strategic coordination and supervision: • Jointly led by UBI and UPNA. • Responsible for defining priorities, distributing tasks, ensuring narrative and visual coherence, coordinating the monitoring of objectives, indicators, and planned schedules, and maintaining fluid communication with governance bodies. 2. Decentralized operational network: • Composed of project communication officers at each university, integrated within their respective UNITA offices. • Acts as the point of contact between coordination and each university, adapting messages to local contexts, developing communication actions, and ensuring two-way communication flow between coordination and each university’s communication teams. 3. Specialized profiles: • Assigned according to team skills, covering areas such as social media management, graphic design, content production, and web editing. • There is also a sub-group within TT 5.1 dedicated to social media. This structure is planned to be complemented by three additional networks to strengthen communication: • The Geminae network of communication officers. • The student ambassador program. • The UNITA Student Assembly. Besides Task Team 5.1, UNITA’s communication actions involve other alliance teams depending on the target audiences and message nature. Institutional communication services of the universities, the leadership team, and work package leaders may take on tasks related to message delivery, coordination with external stakeholders, or specialized communication. This expanded structure is detailed in the strategic audience analysis in Chapter 5. Moreover, UNITA collaborates in FOREUFORALL, a framework project funded by the European Commission that brings together all European university alliances to strengthen cooperation, share good practices, and articulate a common voice in the European Higher Education Area. In this context, TT 5.1 is part of the project’s communication group (called FOREU Comms), which serves as a transversal collaboration space to share good practices, develop synergies in communication campaigns, and align with the overall consortium’s dissemination efforts. b. Main functions The communication team’s functions are organized around the following areas: D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 52/130 • Production and editing of multilingual content for internal and external channels. • Management and activation of social media. • Editing and updating of the institutional website. • Planning and execution of joint campaigns. • Support in communication for institutional events. • Design and adaptation of graphic and audiovisual materials. • Monitoring and analysis of communication indicators. • Training and advising other alliance teams on image and institutional communication. • Strengthening the link between the alliance and its university communities. • Participation in the FOREU4ALL communication thematic group. These functions may be carried out by operational sub-groups or distributed according to the capabilities of each university. 7.2. Economic resources UNITA’s communication has a specific budget amounting to €200,000, sourced from European funds allocated to the alliance under the Erasmus+ program and managed through the joint project budget. In addition to this specific allocation, UNITA’s communication activities are complemented by the human, technical, and budgetary resources available within the communication services of the universities that make up the alliance. This complementary contribution, not reflected in the project’s central budget, is essential to ensure the effectiveness and reach of UNITA’s communication strategy. The alliance’s own financial resources dedicated to communication are distributed into two main budget items: • Communication and external dissemination services: €20,000. This is for contracting professional services aimed at producing brochures, posters and flyers, editorial materials, infographics and visual materials, institutional and promotional videos, media advertising, and sponsored reports. • Visibility actions and institutional merchandising (giveaways): €180,000. Additionally, the universities contribute in-kind by producing content for dissemination through their own institutional channels. 7.3. Technical resources TT 5.1 relies on a set of digital tools and collaborative platforms that enable the development, dissemination, and evaluation of content. The main available technical resources are: • Institutional website: https://univ-unita.eu • CMS (Content Management System): web content manager. • Official social media accounts: Instagram, Facebook, LinkedIn, YouTube, X, and Bluesky. • Canva: graphic design tool. • Mailchimp: platform for creating and sending newsletters. • UNITApedia: UNITA’s internal communication tool. • DataCloud: shared storage and collaborative workspace for the alliance. • Software for monitoring social media and the website. 8. Crisis communication Managing communication in crisis situations is essential in a transnational alliance like UNITA, characterized by institutional, linguistic, and cultural diversity. This chapter describes how to respond in a coordinated and agile manner to potential critical scenarios. 8.1. Definition of communication crisis A communication crisis is understood as any situation that: D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 53/130 • Negatively affects UNITA’s reputation, functioning, or internal cohesion. • Poses a risk of misinformation or loss of trust among its audiences. • Requires a rapid, controlled, and consensual response from the alliance. 8.2. Possible types of crises Within the alliance context, the following crisis types can be identified: • Digital crisis: cyberattacks, institutional identity theft, data leaks, and viral disinformation campaigns. • Reputational crisis: reputational attacks on social media, dissemination of negative information linked to individuals, decisions, or actions of the alliance or any university that affect the whole group, and conflictive statements or scandals involving members of the alliance that impact the entire group. • Institutional crisis: internal disagreements, organizational blockages, visible lack of coordination, or conflicts among partners that become public. • Operational crisis: unexpected cancellations of key events, significant errors in activity execution, and major failures in public communication of calls or announcements. • Social or political crisis: protests or crises affecting the alliance’s universities that endanger the alliance’s reputation. 8.3. Guiding principles of the communication response In a crisis situation, UNITA’s communication must be guided by the following principles: • Transparency: Provide truthful and verified information without hiding relevant facts. • Agility: Act quickly and decisively to avoid information gaps. • Coherence: Maintain a unified message line among all universities. • Proportionality: Adjust tone and content to the actual scope of the incident. • Institutional responsibility: Admit mistakes if appropriate, inform about corrective measures, and protect the alliance’s collective image. 8.4. Operational response structure To ensure an effective and coordinated response, the following crisis management structure is established: • UNITA Crisis Communication Team: activates the protocol and coordinates the response. • Political Decision Board (composed of representatives of UNITA’s governance bodies): During major crises, the Political Decision Board validates strategic decisions, approves official positions, sanctions public statements when necessary, and ensures alignment with the alliance’s values and political framework. For other types of crises, it is regularly informed of their development. • TT 5.1: responsible for drafting messages, defining communication channels, activating spokespeople, coordinating universities, and monitoring the case. • Institutional Spokespersons: only designated individuals will issue public statements on behalf of the alliance. • Communication officers of each university: adapt messages to their local contexts and channel information to their audiences. 8.5. Basic procedure for action The following outline shows the basic steps to follow in a communication crisis situation: 1. Incident detection: Any UNITA member can alert about a possible crisis through internal channels. 2. Case evaluation: The crisis communication team analyses the potential impact and decides whether to activate the protocol. 3. Activation of TT 5.1: The crisis communication team convenes TT 5.1 to develop the immediate action plan. 4. Preparation of initial message: A first consensual and multilingual statement or communiqué is drafted. 5. Dissemination through official channels: Website, social media, institutional email, or press releases, depending on the case. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 54/130 6. Monitoring and evaluation: Media and social media monitoring, impact analysis, and message adaptation if necessary. 7. Closure and lessons learned: Communicate the end of the crisis to different audiences, prepare an internal report to evaluate the management, and update protocols. This procedure is detailed further in the Crisis Communication Action Plan, included as Annex 2 of this document. 9. Discussion of the final outcome The Communication Plan fully meets the objectives defined in the Description of Action (DoA) for Work Package 5, specifically regarding the establishment of a communication strategy for the Alliance. No major deviations from the DoA objectives were observed. As a result, the final outcome is fully aligned with the Alliance’s strategic priorities and provides a solid foundation for the implementation phase of UNITA’s communication strategy. 10. Conclusions The Communication Plan provides a comprehensive and coherent framework that aligns all communication and dissemination activities within the UNITA Alliance. It ensures consistency and visibility in the way messages are designed, adapted and shared across the different partner universities and with external audiences. By defining clear objectives, audiences, tools and evaluation indicators, the Plan guarantees a structured and transparent approach to communication that supports the Alliance’s mission and reinforces its European dimension. The deliverable fully meets the objectives foreseen in the Description of Action for Work Package 5, while also introducing mechanisms that promote continuous improvement and adaptability. Its participatory development process has strengthened collaboration among communication officers, fostered a sense of shared ownership, and led to harmonised tools and practices that enhance the overall efficiency of UNITA’s communication ecosystem. The results of this deliverable are not limited to the production of a strategic document; they also provide an operational roadmap for implementation. The Plan will guide communication officers and Work Packages in coordinating messages, planning activities, and monitoring progress through measurable indicators. It serves as both a management instrument and a reference framework for ensuring quality and coherence in all communication outputs generated under the Alliance. Looking beyond the project’s lifetime, the Communication Plan is expected to remain a living reference document, adaptable to future phases and capable of supporting the long-term sustainability of UNITA’s institutional identity. By establishing common principles, procedures and visual standards, it lays the groundwork for lasting cooperation among partners and for maintaining the visibility, credibility and impact of UNITA’s results at local, European and international levels. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 55/130 List of Tables Table 1. Benchmarking results of Communication Plans ............................................................. 15 Table 2. Analysis of the Internal Environment ........................................................................ 16 Table 3. Analysis of the External Environment ........................................................................ 17 Table 4. Conceptual Framework of the Communication Plan ....................................................... 24 Table 5. Breakdown of Strategic and Specific Communication Objectives ........................................ 24 Table 6. Correspondence between Strategic Axes and Communication Objectives ............................. 27 Table 7. Communication Channels and Tactics Matrix ............................................................... 28 Table 8. Communication Matrix ......................................................................................... 32 Table 9. Alignment of Short-Term Actions (Year 1: 2025) with Strategic Axes, Objectives, and Priorities .. 35 Table 10. Risk Mitigation Framework and Monitoring Indicators for Short-Term Implementation (Year 1: 2025) ........................................................................................................................ 36 Table 11. Alignment of Medium-Term Actions (Year 2: 2026) with Strategic Axes, Objectives, and Priorities ............................................................................................................................... 37 Table 12. Risk Mitigation Framework and Monitoring Indicators for Medium-Term Implementation (Year 2: 2026) ........................................................................................................................ 40 Table 13. Alignment of Long-Term Actions (Year 3: 2027) with Strategic Axes, Objectives, and Priorities .. 42 Table 14. Risk Mitigation Framework and Monitoring Indicators for Long-Term Implementation (Year 3: 2027) ........................................................................................................................ 44 Table 15. Indicators of General Communication Objective 1 ....................................................... 45 Table 16. Indicators of General Communication Objective 2 ....................................................... 46 Table 17. Indicators of General Communication Objective 3 ....................................................... 46 Table 18. Indicators of General Communication Objective 4 ....................................................... 46 Table 19. Indicators of General Communication Objective 5 ....................................................... 46 Table 20. Consolidate Alignment between AEI (Action Execution Indicators) and SOI (Strategic Outcome Indicators), 2025–2027 ..................................................................................................... 47 D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 56/130 List of Figures Figure 1. UNITA work breakdown structure ............................................................................ 14 Figure 2. Priorization framework in Annex 3 .......................................................................... 20 Figure 3. External Stakeholder Engagement Matrix for UNITA Activities .......................................... 21 Figure 4. Internal Stakeholders Engagement Matrix for UNITA Activities ......................................... 22 Figure 5. Timeline for Communication Actions ........................................................................ 34 Figure 6. UNITA Visual Identity: Logo and Slogan “Climb your future!” ........................................... 50 D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 57/130 Annex 1. Chart of Current Practices of Communication D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 64/130 Annex 2. Crisis Communication Action Plan 1. Objective This document aims to establish a procedure for managing communication crises within the UNITA alliance in order to ensure a coordinated, effective response aligned with institutional values. 2. Typical scenarios considered • Digital crisis: Cyberattacks, data leaks, institutional identity theft, and viral disinformation campaigns. • Reputational crisis: Reputation attacks on social media, dissemination of negative information related to individuals, decisions, or actions by the alliance or any university affecting the whole group, controversial statements, and scandals involving alliance members impacting the collective. • Institutional crisis: Internal disagreements, organizational deadlocks, visible lack of coordination, or conflicts among partners that become public. • Operational crisis: Unexpected cancellation of key events, significant errors in activity execution, and serious mistakes in public calls or announcements. • Social or political crisis: Protests or crises affecting the universities and endangering the alliance’s reputation. 2.1. Detailed crisis scenarios and standard responses This section provides practical examples of specific crisis situations identified for the UNITA alliance, together with standard response strategies and institutional messages. The list is non-exhaustive and may be updated by TT 5.1 as new risks emerge. 1. Cybersecurity breach or data leak Scenario: Sensitive data from students or staff are compromised (e.g. hacking of an internal platform, exposure of personal information). Response strategy: • Detection: IT and Security Specialist informs TT 5.1 and Crisis Communication Team. • First message: -Internal: “A potential data security incident has been detected. Our IT teams are analysing the situation and taking containment measures. Please avoid sharing personal or institutional data until further notice.” -External (only after first verification): “UNITA is currently addressing a cybersecurity issue that has affected part of its systems. The situation is under control and all platforms are being secured. Updates will be shared as soon as verified information becomes available.” • Follow-up: Regular updates, and clear guidance on what users should do (e.g. password change). • Closure (after resolution): A transparent statement is released to summarise what happened, the corrective actions taken, and the measures to prevent similar incidents. 2. Cyberattack on UNITA’s website, UNITApedia or UNITA social media profiles Scenario: Hackers take down or deface the institutional website, UNITApedia and/or UNITA social media profiles or leak internal documents. Response strategy: • Immediate: IT crisis team informs TT 5.1 and the Crisis Communication Team. • Message (external statement): “Our website is temporarily offline due to a security incident. No personal data has been compromised. Our technical teams are restoring the service and strengthening protection measures.” • Follow-up: Regular updates should be published on verified UNITA communication channels until normal operation is restored. • Closure (after resolution): An incident report is published, summarising what occurred, the corrective actions taken, and the preventive measures adopted to reinforce digital security across all UNITA platforms. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 65/130 3. Disinformation or fake news campaign Scenario: False or misleading information circulates on social media (e.g. fake statement attributed to UNITA about political positions, internal decisions, alleged misuse of funds or fake projects). Response strategy: • Detection: The social media sub-group alerts TT 5.1 and the Crisis Communication Team. • Verification: Check the origin, content and reach of the false information, and confirm whether it has affected multiple platforms or countries. • Official message: “A false message is circulating online and falsely attributed to UNITA. We confirm it is not authentic. Please rely exclusively on our official communication channels for accurate information.” • Amplification: Communication officers of all universities repost clarification on official channels. • Closure: If misinformation persists, issue an official press release reiterating the correction and, when appropriate, contact social media platforms to request removal of the false content in accordance with their community standards. 4. Institutional identity theft Scenario: A fake website, email domain, or social media account is created to impersonate UNITA or its official communication channels, disseminating false information, phishing messages, or misleading content that could damage the alliance’s credibility. Response strategy: • Detection: The social media sub-group or IT team identifies the impersonation attempt and informs TT 5.1 and the Crisis Communication Team. • Verification: Confirm the nature of the fake account or domain, collect screenshots and URLs, and assess whether any confidential data have been exposed or any individuals have been misled. • Immediate action: Report the fake account or website to the platform administrators and request its immediate suspension or removal. Notify IT and legal representatives to evaluate whether additional action is required. • Official message: “A fake account (or website) impersonating UNITA has been detected. We confirm it is not linked to our alliance. Please use only our verified communication channels, which are listed on the official UNITA website.” • Amplification: Communication officers from all partner universities share the clarification through their official channels. • Closure: Once the fake content has been removed, UNITA issues a short public summary explaining the incident and the corrective measures taken. 5. Reputation attacks on social media Scenario: Negative, misleading or defamatory content spreads on social media, targeting UNITA, its representatives, or one of its partner universities. This may include false accusations, manipulated information, or offensive commentary that harms the alliance’s image or credibility. Response strategy: • Detection: The social media sub-group identifies the attack (e.g. viral post, video) and immediately informs TT 5.1 and the Crisis Communication Team. • Assessment: Evaluate the scope and potential impact. This assessment determines whether to respond publicly, privately, or simply monitor the situation. • Immediate action: Coordinate internally with TT 5.1 and the communication office(s) involved to agree on a unified position. If the content is clearly false or defamatory, prepare a short factual clarification. If appropriate, report the post to the platform for violating community standards. • Official message (when necessary): “UNITA has been made aware of inaccurate information circulating on social media. We would like to clarify that the statements do not reflect the reality of our alliance’s actions or values. Verified information can be found on our official website and social media accounts.” • Closure: Once the issue subsides, a short internal report summarises the incident, the actions taken and the lessons learned, focusing on early detection and coordination improvement. If the attack was severe or recurring, review moderation and monitoring protocols for future prevention. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 66/130 6. Dissemination of negative information related to individuals, decisions, or actions by the alliance or any university affecting the whole group Scenario: Negative information concerning a UNITA decision, an internal disagreement, or the actions of a partner university is disseminated publicly, generating reputational risk for the entire alliance. The information may be accurate, partially true, or taken out of context. Response strategy: • Detection: The communication office of the concerned university informs TT 5.1 and the Crisis Communication Team as soon as the issue becomes public. • Assessment: Analyse the origin, accuracy, and potential impact of the information. Determine whether the issue requires a coordinated alliance-wide response. • Coordination: If the matter involves several institutions, TT 5.1 organises a joint communication alignment meeting with the affected universities to agree on the official narrative and key messages. • Official message: “UNITA is aware of recent reports regarding [specific topic]. The alliance and its member universities are addressing the issue in full transparency and coordination. Our commitment to shared values and collaboration remains unchanged.” • Closure: After the situation stabilises, a post-crisis evaluation is conducted to identify lessons learned and strengthen internal communication and decision-making processes. 7. Inappropriate or controversial statements on official channels Scenario: A post or public statement issued from an official UNITA channel (or from a representative linked to the alliance) is perceived as offensive, culturally insensitive, politically biased, gender-discriminatory or factually incorrect. Response strategy: • Immediate: Remove the content from all official channels as soon as the issue is detected, and notify TT 5.1 and the Crisis Communication Team to assess the situation and determine whether the statement requires clarification, apology, or both. • Official clarification: If the incident concerns a social media post or publication error: “An inappropriate/incorrect message was published on one of our official channels. It has been removed. We apologise for the error and are reviewing our internal communication procedures to prevent similar incidents.” If the incident involves a public statement (e.g. interview, speech or panel): “A recent statement made in a public setting has been interpreted in a way that does not reflect UNITA’s values or official position. We regret any misunderstanding and reaffirm our commitment to inclusiveness, respect, and collaboration among all partner universities.” • Follow-up and prevention: Conduct an internal review to identify why the incident occurred (e.g. lack of approval workflow, translation errors, cultural misunderstanding) and strengthen content validation and approval protocols. • Closure: After the issue is resolved, document the incident in a crisis report. 8. Student or staff misconduct or scandal involving UNITA Scenario: A case of misconduct (e.g. discrimination, harassment, academic fraud, or any other inappropriate behaviour) involving a UNITA student, staff member, or representative participating in a UNITA activity (such as mobility, joint research, or governance) becomes public through social media or the press. Although the incident originates at the individual or institutional level, its association with UNITA generates reputational risk for the alliance as a whole. Response strategy: • Detection: The university directly involved gathers verified facts and informs TT 5.1 and the Crisis Communication Team as soon as the issue becomes known or starts receiving public attention. • First step: Gather verified facts from the institution concerned before making any public statement. Avoid speculation and ensure all communications are aligned with the university’s internal investigation and applicable legal frameworks. • Official statement: “UNITA has been informed of an incident currently under investigation at [University]. Appropriate procedures are being followed according to institutional and legal frameworks. We reaffirm our zero-tolerance policy for discrimination and misconduct.” D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 67/130 • Escalation management: If the situation gains media traction or becomes a public scandal, TT 5.1 coordinates with the affected university to prepare a second communication response. “We are aware of the public attention surrounding this case. The matter is being addressed with the utmost seriousness and respect for legal and ethical standards. UNITA and its partner universities remain fully committed to integrity, equality, and responsible conduct.” • Later updates: Once the investigation or disciplinary process concludes, a short factual update may be released summarising the actions taken —always safeguarding confidentiality and privacy, in full compliance with legal obligations (e.g. GDPR). • Closure: After resolution, the incident is documented in a crisis register. 9. Negative media coverage Scenario: A major newspaper publishes a critical article about UNITA (e.g. inefficiency, waste of EU funds, lack of results). Response strategy: • Assessment: Decide if response is needed (sometimes silence is better). • If response is needed: Press statement: “We acknowledge concerns expressed in recent media coverage. UNITA is firmly committed to transparent management and impact assessment. Key results include…” Provide verified figures, testimonials, positive case studies. • Follow-up: Offer interviews with spokespersons, strengthen positive storytelling on digital channels. 10. Internal conflict or disagreement between partner universities Scenario: A public disagreement arises between partner universities regarding priorities, resource allocation, governance issues, or project implementation. Media or social media attention may portray the situation as a conflict within the alliance, affecting UNITA’s image of unity and collaboration. Response strategy: • Internal handling first: the governance bodies immediately engage the involved universities to mediate and de-escalate the situation. • External communication (only if necessary): “UNITA is a collaborative alliance of twelve universities. Open discussions are part of our regular governance processes and contribute to improving collective decision-making. Our shared commitment to cooperation, innovation, and European values remains unchanged.” • Reinforcement and follow-up: Once the situation stabilises, TT 5.1 coordinates a communication action (e.g. press release or joint post) highlighting shared achievements, milestones, or collaborative outcomes to reinforce unity and cohesion. 11. Partner withdrawal or threat to leave the alliance Scenario: A partner university expresses dissatisfaction or signals an intention to reconsider its participation in UNITA, citing differences over priorities, governance, or resource allocation. The situation generates uncertainty or public attention that may affect the perception of alliance stability. Response strategy: • Internal coordination: Immediate consultation between the governance bodies, the Political Decision Board and the Crisis Communication Team to assess the situation and engage in dialogue with the concerned university. The priority is to de-escalate tensions. • External communication (only if the matter becomes public): “UNITA is a dynamic alliance of autonomous universities. Open dialogue is part of our collaborative governance and contributes to continuous improvement. Discussions are ongoing to ensure the best framework for cooperation among all members.” • Reinforcement of unity: If public speculation arises, communication actions (e.g. interviews, press releases, social media posts) may highlight the long-term commitment of the alliance and the continued engagement of the majority of partner universities in shared objectives and projects. 12. Visible lack of coordination between partner universities Scenario: Two or more partner universities publish or communicate contradictory information about the same UNITA activity, campaign, or decision. This inconsistency creates confusion among stakeholders, students, or media, and may raise doubts about the alliance’s internal coordination and governance. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 68/130 Response strategy: • Detection: TT 5.1 and the social media sub-group identify the inconsistency through monitoring or external feedback (e.g. media inquiry, partner comment, or social media reaction). • Immediate action: Suspend or temporarily remove the conflicting messages if possible. TT 5.1 coordinates with the communication offices of the involved universities to quickly align on the correct version of the information. • Unified message: “Clarifications have been made to ensure consistency across our communications. The official and updated information is now available on UNITA’s verified channels.” • Internal clarification: Reinforce internal coordination by clarifying which communication channels represent the official voice of the alliance and by reminding partners of the established validation and approval workflow. • Prevention: Review and strengthen pre-publication validation protocols, ensuring that all partner universities follow the same process for the release of joint statements, press notes, and campaign materials. • Closure: Conduct a short investigation to identify why the desynchronisation occurred and how internal workflows can be improved. 13. Incident or emergency during a UNITA event Scenario: An unexpected situation occurs during a UNITA event, such as an accident, medical emergency, protest, or disruption. These events may pose safety risks or attract public and media attention, requiring immediate coordination and clear communication. Response strategy: • Immediate coordination (on site): Prioritise the health and safety of all participants. Activate the local emergency protocol and inform the UNITA Crisis Communication Team. • Internal communication: Ensure all relevant organisers and university authorities are informed promptly. Do not speculate on causes or victims until facts are verified. Case A: Accident, health incident or emergency • Initial statement: “An incident occurred today during a UNITA event at [location]. Emergency protocols were immediately activated, and assistance was provided. The situation is under control.” • Follow-up: Provide verified updates if necessary (e.g. confirmation that all participants are safe, medical assistance provided, activity resumed). • After resolution, prepare a brief internal report including lessons learned and reinforcement of safety procedures. Case B: Protest or demonstration • Immediate action: Ensure safety of all participants. Liaise with local authorities or campus security. Inform the Crisis Communication Team. • Official statement (if the protest becomes public): “A demonstration took place during today’s UNITA event. The activity continued in accordance with safety protocols. UNITA remains committed to open dialogue and respect for diverse opinions.” • Closure (for both cases): Document the incident. Review the event’s safety and communication procedures to ensure readiness and coordination for future activities. 14. Health or safety crisis affecting students or staff abroad Scenario: An accident, safety incident, or health-related emergency affects UNITA students or staff participating in mobility programmes abroad. The situation may generate concern among families, partner universities, or media, and may impact the perception of safety in international mobility. Response strategy: • Immediate coordination: Contact the host university, local authorities, and the national diplomatic representation (if applicable). The Crisis Communication Team ensure that information is verified before public communication. • First communication: “We are aware of the incident affecting members of our community abroad. Our priority is their safety and wellbeing. UNITA is working closely with local authorities, the host university, and the families involved.” D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 69/130 • Follow-up: Provide updates only when new verified information becomes available, always respecting privacy, confidentiality, and applicable data protection laws. Avoid sharing personal details or medical information publicly. • Internal coordination: Keep all partner universities informed through internal channels to prevent misinformation and ensure coherent responses to media or family inquiries. • Closure: Once the situation is resolved, issue a final update confirming the measures taken and the support provided. Highlight the robustness of UNITA’s safety and risk-prevention protocols to maintain trust in the alliance’s mobility framework. 15. Fatality during a UNITA mobility or project activity Scenario: A participant (student or staff member) dies during a UNITA mobility period, project activity, or event. The incident causes deep emotional distress and attracts media and institutional attention. Response strategy: • Immediate: Prioritise family notification and support, in coordination with the host university and relevant authorities. All internal communication must respect confidentiality and data protection obligations. • Official message: “We are deeply saddened by the death of a member of our community. Our thoughts are with their family, friends, and colleagues. UNITA is providing support and cooperating fully with the authorities.” • Internal coordination: the Crisis Communication Team ensures all partner universities are informed privately and consistently to avoid conflicting statements. All public communication must be agreed with the affected university and, when appropriate, the family. • Closure: After the case is managed by the competent authorities, a private internal report is conducted to review procedures, and communication protocols. 16. Serious mistakes in public calls or announcements Scenario: A public call, announcement, or institutional communication (e.g. mobility call, funding opportunity) contains factual or procedural errors —such as incorrect dates or eligibility criteria—. The mistake is detected after publication or dissemination and may cause confusion among applicants, partners, or the media. Response strategy: • Detection and internal alert: As soon as the error is identified, TT5.1 and the responsible task team or university are informed. The incorrect content is withdrawn or corrected. • Immediate correction message: “A correction has been made to the [name of call or announcement] published on [date]. The updated and accurate information is now available on UNITA’s official website. We apologise for any inconvenience caused.” • Coordination: Ensure that all partner universities use the corrected version. Remove or update previous posts or emails to prevent further confusion. TT5.1 coordinates the dissemination of the revised call or announcement. • External communication (if widely circulated): If the mistake has already been shared externally (e.g. by media, social media, or partner universities), a clarification notice is published and circulated through the same channels to ensure consistent correction. • Follow-up: Monitor feedback channels (emails, social media, press) to ensure that confusion has been resolved and that the corrected information is being used. • Closure and prevention: Include the case in the crisis register and review internal validation workflows for calls and announcements. Reinforce double-checking procedures before publication (e.g. dual validation). 17. External political, social or reputational crises affecting partner universities Scenario: A UNITA partner university faces a social, political, or reputational crisis —such as public protests, governance scandals, or geopolitical tensions —that attracts significant media attention and indirectly affects the image or cohesion of the alliance. Response strategy: • Internal coordination: the governance bodies immediately inform the Crisis Communication Team and the Political Decision Board. The Crisis Communication Team assesses the potential impact on the alliance’s reputation and agrees on a unified position before any public statement is made. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 70/130 Case A: Reputational crisis from a partner’s action (e.g. corruption, political controversy) • Message: “UNITA is a alliance of autonomous universities. Each member institution is responsible for its own governance and decision-making. The alliance remains firmly committed to its shared European mission and values of integrity, inclusion, and collaboration.” • Follow-up: Reinforce collective communication by highlighting recent joint achievements and shared initiatives that reflect the alliance’s positive impact and integrity. Case B: Social or political crisis affecting a partner university (e.g. protests, strikes, local political conflict) • Message: “UNITA expresses its solidarity with all members of its community affected by recent events. As an alliance of European universities, it promotes dialogue, respect, and cooperation as fundamental principles for addressing challenges.” • Follow-up: Avoid taking sides in national or local political matters. Focus communication on the alliance’s academic mission and long-term collaboration. Case C: Diplomatic or geopolitical tensions (e.g. war, sanctions, or conflicts involving partner countries) • Message: “UNITA stands in solidarity with all its partner institutions and their communities. Academic cooperation remains a bridge for peace, dialogue, and mutual understanding.” • Mitigation: Highlight the alliance’s resilience and commitment to European values. • Closure: After the situation stabilises, the Political Decision Board conducts a report to assess the alliance’s communication response. 18. Loss of a partner due to geopolitical occupation or loss of academic autonomy Scenario: A geopolitical crisis leads to the occupation or annexation of a member country of UNITA, resulting in the loss of academic autonomy and the impossibility of continuing formal cooperation under European legal and ethical frameworks. Response strategy: • Immediate coordination: The governance bodies inform the Crisis Communication Team and the Political Decision Board that all cooperation activities, shared platforms and access rights are suspended until formal instructions are received. • Communication within the alliance: Inform all partner universities through internal channels. Emphasise unity, transparency, and the protection of individuals involved, while avoiding any political interpretation of the situation. • Official message: “UNITA expresses its deep solidarity with the academic community affected by the current geopolitical situation. In coordination with the European Commission, participation of [University Name] is temporarily suspended due to circumstances beyond its control. UNITA remains committed to supporting its students and staff, safeguarding academic cooperation as a bridge for peace, freedom and knowledge.” 19. Plagiarism or academic misconduct linked to UNITA Scenario: A case of plagiarism, data falsification, or other forms of academic misconduct arises within a UNITA activity —for example, a joint publication, research project, or cotutelle thesis involving researchers or students from more than one partner university—. The issue becomes public or attracts media attention, raising concerns about the alliance’s collective academic integrity. Response strategy: • Detection and verification: Upon receiving an allegation, the governance bodies immediately inform the Crisis Communication Team. • Official statement (after verification): “UNITA reaffirms its firm commitment to academic integrity and ethical research in accordance with our Code of Ethics and Conduct. The matter has been jointly addressed by the institutions involved, following their internal and legal procedures. The alliance fully supports transparency, accountability, and adherence to the highest academic standards.” • If misconduct is confirmed: Publish a short factual note focusing on accountability and prevention, without naming individuals or sharing confidential details: “The case has been resolved in accordance with academic integrity procedures. The institutions involved have taken corrective measures, including strengthened supervision and training on ethical research practices.” D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 71/130 • Follow-up: Monitor media and online reactions to ensure accuracy of information and avoid speculation. 20. Legal action against UNITA Scenario: A partner institution, supplier, former employee or stakeholder initiates legal proceedings against UNITA or UNITA GEIE, involving issues such as contract execution, financial management, intellectual property, or employment disputes. The case may attract media attention or raise concerns among the European Commission and other partners. Response strategy: • Internal coordination: Immediately activate coordination between the legal departments of the affected university(ies), the UNITA governance bodies, the Crisis Communication Team and the Political Decision Board. • Official statement (if required): “UNITA does not comment on ongoing legal matters. The alliance fully respects due process and the autonomy of its member institutions. UNITA remains committed to transparent governance, accountability, and continued cooperation among all partners.” • Media handling: If approached by journalists, provide the official statement and refer inquiries to the designated legal spokesperson. • Closure: Once the case concludes, communicate the outcome only if appropriate and in coordination with legal advisors. Use factual and non-evaluative language, focusing on lessons learned and governance improvements. 21. Misuse or inappropriate representation of the UNITA brand Scenario: The UNITA name, logo or visual identity is used without authorisation or in a misleading or inappropriate context (political use, humorous or mocking use, or commercial or third-party use). Such misuse may spread rapidly through social media or external channels, causing confusion, reputational harm or dilution of the alliance’s identity. Response strategy: • Detection and verification: Monitor web and social media and verify whether the use is internal (by a partner or affiliate) or external (by a third party). • Internal misuse (unintentional): If the misuse originates from a partner university or internal contributor (e.g. using the logo in a meme or informal post), contact the author privately to request correction or removal; remind them of the alliance’s communication standards and brand guidelines, and reinforce awareness of the importance of preserving UNITA’s institutional image. • External misuse (public or unauthorised): If the misuse comes from external actors: Evaluate whether the content is clearly humorous or potentially damaging. If harmless, no public response may be needed —but monitor for escalation. If reputational harm is possible, issue a short clarification: “UNITA’s official communications are only published through its verified channels. Any other use of its logo or image is unauthorised.” If the content violates intellectual property rights, contact the host platform or legal advisors to request removal. • Follow-up: Keep track of public perception. Avoid overreaction to harmless humour, but intervene when institutional reputation or EU funding credibility could be affected. 3. Composition of the crisis communication team • General Director of UNITA GEIE. • Executive Coordinator of the alliance. • Representatives of the Management Committee (including from the university or universities most directly affected). • Co-leaders of TT 5.1. • Representatives of TT 5.1 (always including social media specialists). • Communication managers from the directly affected university or universities. • Cybersecurity officer or designated IT personnel. • Institutional spokesperson appointed for this crisis. • Legal advisor (internal or external). • Stakeholder relations officer (if necessary). D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 72/130 3.1. Political Decision Board In major crises with potential institutional, political or reputational implications, a Political Decision Board will be convened to validate key communication decisions and ensure full alignment with the alliance’s governance. Composition: • Presidents or Rectors of the most directly affected universities. • President of the UNITA Governance Board (or their delegate). • General Director of UNITA GEIE. • Executive Coordinator of the alliance. • Representative of the Management Committee. Functions: • Validate the alliance’s strategic communication lines and official statements in cases with political sensitivity, high reputational impact, or legal and external diplomatic implications. • During major crises, approve the official position of the alliance and ensure alignment with UNITA’s values and political framework. • Ensure coordination with the European Commission, national authorities, and partner universities when required. • Remain informed of the development of other crises to guarantee coherence between operational actions and governance decisions. Operational principles: • The Political Decision Board does not replace or delay the operational work of the Crisis Communication Team. • It acts only at the strategic validation level, once the Crisis Communication Team has prepared the factual drafts and gathered verified information. • In urgent cases requiring an immediate first response (e.g. cyberattack, data leak), TT 5.1 may issue a preliminary statement following predefined templates, later confirmed by the Political Decision Board. 4. Activation of the plan 4.1. Crisis detection Any member of the alliance can alert TT 5.1 or the alliance managers through a priority channel (email, phone). 4.2. Initial evaluation The crisis coordination team, composed of the UNITA GEIE General Director, the alliance Executive Coordinator, and the co-leaders of TT 5.1, evaluates the nature, scope, and potential impact. 4.3. Formal activation of the protocol If the need for a response is confirmed, the crisis communication team is convened. 5. Action procedure • Confirm available data and facts. • Draft an initial institutional message. • Activate official communication channels: website, social media, mailing. • Designate a spokesperson and channel all external communication through them. • Monitor public reaction (media, social media, stakeholders). • Issue successive statements with new information if necessary. • Internally document the process and formally close the crisis. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 73/130 6. Communication channels • UNITA website. • Official social media (Facebook, Instagram, LinkedIn, and X). • Institutional email. • Official statements to key stakeholders (via direct email). 7. Checklist Step Action Responsible Estimated time 1 Confirmation and description of the incident Director General of UNITA GEIE and Executive Coordinator of the alliance Within the first hour 2 Assessment of whether to activate the protocol Director General of UNITA GEIE, Executive Coordinator of the alliance, and TT 5.1 co-leaders Within the first hour 3 Call of the Crisis Communication Team and, if necessary, the Political Decision Board Executive Coordinator of the alliance Immediately after step 2 4 Contact with responsible persons within the alliance or affected university to gather information TT 5.1 Less than 2 hours 5 Drafting the first internal multilingual message (for spokespersons) TT 5.1 + crisis communication team Less than 2 hours 6 Drafting the official external message (web, social media) Spokesperson + crisis communication team + TT 5.1 Less than 3 hours 7 Publication on defined channels and pause of scheduled communications on social media (if any) Communication officers of each university + TT 5.1 Less than 3 hours 8 Monitoring reactions in media and social media TT 5.1 Inmediate 9 Centralising communications through the designated spokesperson Crisis communication team + TT 5.1 Throughout the crisis 10 Updating content as new information arises TT 5.1 + crisis communication team Throughout the crisis 11 Record of all decisions made and collection of evidence TT 5.1 Within 48 hours 12 Evaluation of communication impact TT 5.1 After the crisis 13 Summary of lessons learned TT 5.1 After the crisis 14 Review of the operational plan and templates if necessary TT 5.1 After the crisis D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 80/130 Milestone card Milestone No. MS07 Deliverable /Milestone Title The Map of Stakeholders Version-date 1.0 - 2024/10/16 Lead Beneficiaries UBI, UPNA Contractual due date 31/10/2024 Work package WP5 Task A5.1.2 Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or EACEA as granting authority. Neither the European Union nor the granting authority can be held responsible for them. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 81/130 Abstract [in English] Context and Objectives The UNITA project aims to strengthen collaboration between European universities to promote innovation, sustainability, and mobility within rural and cross-border communities. In this context, the stakeholder map is a key tool to identify and categorize key actors at local, regional, national, European, and international levels who can influence or benefit from the project. The specific objective of this milestone is to create a comprehensive stakeholder map that supports the communication and engagement strategy developed in the dissemination plan, ensuring their active and continuous participation in the project’s activities. Methodology Various approaches for mapping stakeholders, including geographical mapping, listing, networks, and categorization, were first brainstormed, and researched by the WP5.1 team. The selected approach involved identifying relevant stakeholder categories, followed by the identification of actors within these categories across each region. Subsequently, stakeholders were categorized and prioritized based on their motivations and influence, and matrices were developed to outline tailored engagement strategies for each group. Results and Outcomes The work conducted has led to the identification of relevant stakeholders, grouped into seven internal audiences and ten external audiences. Furthermore, the most relevant areas of activity of the alliance for these audiences have been identified, and a total of 261 specific actors have been assigned and prioritized across different categories. In addition, general communication channels have been defined for these actors based on the purpose of the message, alongside specific crisis communication strategies, as well as both external and internal communication strategies. Impact and Applications The stakeholder map will provide an essential tool to facilitate strategic communication within the UNITA alliance, ensuring greater engagement of key actors in the project's activities. Additionally, its implementation will enable more effective management of relationships with various stakeholders, optimizing day-to-day interactions, which will have a positive impact on the long-term sustainability and success of the project. Furthermore, it serves as an important input for other project tasks, such as Task 5.4 "UNITA Impact Observatory" and Task 4.1 "UNITA Inter-territorial Interfaces for Innovation." Conclusions and Next Steps The stakeholder map lays the foundation for optimizing the engagement of key actors in the UNITA project’s activities. Additionally, this map will serve as a critical input for the development of deliverable D5.1, the "UNITA Multilingual Dissemination Plan," scheduled for October 2025, which will further elaborate on engagement strategies tailored to each of these groups. Keywords Stakeholder map, engagement strategies, communication channels, categorization, dissemination plan. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 82/130 Resumo [Em Português] Contexto e Objetivos O projeto UNITA tem como objetivo reforçar a colaboração entre as universidades europeias para promover a inovação, a sustentabilidade e a mobilidade nas comunidades rurais e transfronteiriças. Neste contexto, o Mapa de Stakeholders é uma ferramenta fundamental para identificar e categorizar os principais intervenientes a nível local, regional, nacional, europeu e internacional que podem influenciar ou beneficiar do projeto. O objetivo específico deste Milestone é criar um mapa abrangente de Stakeholders para apoio à estratégia de comunicação e envolvimento desenvolvida no Plano de Comunicação, garantindo a sua participação ativa e contínua nas atividades do projeto. Metodologia A equipa do WP5.1 começou por investigar e debater várias abordagens para o mapeamento dos Stakeholders, incluindo o mapeamento geográfico, a listagem, as redes e a categorização. A abordagem selecionada envolveu a identificação de categorias de Stakeholders relevantes, seguida da identificação dos atores dentro destas categorias em cada região. Posteriormente, as partes interessadas foram categorizadas e priorizadas com base nas suas motivações e influência, e foram desenvolvidas matrizes para delinear estratégias de envolvimento adaptadas a cada grupo. Resultados O trabalho realizado levou à identificação dos Stakeholders relevantes, agrupados em sete públicos internos e dez públicos externos. Para além disso, foram identificadas as áreas de atividade mais relevantes da Aliança para estes públicos e foi atribuído um total de 261 intervenientes específicos, classificados por ordem de prioridade nas diferentes categorias. Foram ainda definidos canais de comunicação gerais para estes atores com base no objetivo da mensagem, juntamente com estratégias específicas de comunicação de crise, bem como estratégias de comunicação externa e interna. Impacto e aplicações O mapa de Stakeholders constituirá uma ferramenta essencial para facilitar a comunicação estratégica no seio da aliança UNITA, assegurando um maior envolvimento dos principais atores nas atividades do projeto. A sua implementação permitirá também uma gestão mais eficaz das relações com os vários Stakeholders, otimizando as interações diárias, o que terá um impacto positivo na sustentabilidade a longo prazo e no sucesso do projeto. Além disso, será um importante contributo para outras tarefas do projeto, tais como a Tarefa 5.4 “Observatório de Impacto da UNITA” e a Tarefa 4.1 “Interfaces Interterritoriais da UNITA para a Inovação”. Conclusões e próximos passos O mapa de Stakeholders estabelece a base para otimizar o envolvimento dos principais atores nas atividades do projeto UNITA. Além disso, este mapa servirá como um contributo fundamental para o desenvolvimento do Deliverable D5.1, o “Plano de Comunicação Multilingue da UNITA”, agendado para outubro de 2025, que irá aprofundar as estratégias de envolvimento adaptadas a cada um destes grupos. Palavras-chave Mapa de Stakeholders, estratégias de envolvimento, canais de comunicação, categorização, plano de comunicação. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 83/130 Resumen [En español] Contexto y Objetivos El proyecto UNITA tiene como objetivo fortalecer la colaboración entre universidades europeas para promover la innovación, la sostenibilidad y la movilidad dentro de las comunidades rurales y transfronterizas. En este contexto, el mapa de grupos de interés es una herramienta clave para identificar y categorizar a los actores clave a nivel local, regional, nacional, europeo e internacional que pueden influir o beneficiarse del proyecto. El objetivo específico de este hito es crear un mapa comprensivo de grupos de interés que apoye la estrategia de comunicación e implicación desarrollada en el plan de diseminación, asegurando su participación y continua en las actividades del proyecto. Metodología En primer lugar, en el equipo del WP5.1 se investigaron y debatieron varios enfoques para el mapeo de grupos de interés, incluido un enfoque geográfico, listas, redes y categorización. El enfoque seleccionado consistió en identificar categorías relevantes de grupos de interés y la posterior identificación de actores dentro de estas categorías en cada región. Posteriormente, se categorizaron y priorizaron los grupos según sus motivaciones e influencia, y se desarrollaron matrices para delinear estrategias de implicación personalizadas para cada grupo. Resultados y consecuencias El trabajo realizado ha llevado a la identificación de los grupos de interés relevantes, agrupados en siete audiencias internas y diez audiencias externas. Además, se han identificado las áreas de actividad de la alianza más relevantes para estas audiencias, y un total de 261 actores concretos han sido asignados y priorizados en diferentes categorías. Adicionalmente, se han definido los canales de comunicación general para estos actores en función del propósito del mensaje, junto con estrategias específicas de comunicación de crisis, así como estrategias de comunicación tanto externas como internas. Impacto y aplicaciones El mapa de grupos de interés proporcionará una herramienta esencial para facilitar la comunicación estratégica dentro de la alianza UNITA, asegurando una mayor implicación de actores clave en las actividades del proyecto. Además, su implementación permitirá una gestión más efectiva de las relaciones con los diferentes grupos de interés, optimizando las interacciones cotidianas, lo que tendrá un impacto positivo en la sostenibilidad y el éxito a largo plazo del proyecto. Asimismo, servirá como un input importante para otras tareas del proyecto, como la Tarea 5.4 "UNITA Impact Observatory" y la Tarea 4.1 "UNITA Inter-territorial Interfaces for Innovation." Conclusiones y siguientes pasos El mapa de grupos de interés establece la base para optimizar la participación de los actores clave en las actividades del proyecto UNITA. Además, este mapa servirá como un input crítico para el desarrollo del entregable D5.1, el "Plan de Diseminación Multilingüe de UNITA," previsto para octubre de 2025, que profundizará en las estrategias de implicación adaptadas a cada uno de estos grupos. Palabras clave Mapa de grupos de interés, estrategias de implicación, canales de comunicación, categorización, plan de diseminación. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 84/130 Résumé [En Français] Contexte et Objectifs Le projet UNITA vise à renforcer la collaboration entre les universités européennes afin de promouvoir l'innovation, la durabilité et la mobilité au sein des communautés rurales et transfrontalières. Dans ce contexte, la carte des parties prenantes est un outil-clé pour identifier et catégoriser les acteurs-clés aux niveaux local, régional, national, européen et international, qui peuvent influencer ou bénéficier du projet. L'objectif spécifique de cette étape est de créer une carte complète des parties prenantes qui soutient la stratégie de communication et d'engagement développée dans le plan de diffusion, garantissant leur participation active et continue aux activités du projet. Méthodologie Diverses approches pour cartographier les parties prenantes, y compris la cartographie géographique, les listes, les réseaux et la catégorisation, ont d'abord été envisagées et étudiées par l'équipe WP5.1. L'approche retenue a consisté à identifier les catégories de parties prenantes pertinentes, puis à identifier les acteurs au sein de ces catégories dans chaque région. Par la suite, les parties prenantes ont été catégorisées et hiérarchisées en fonction de leurs motivations et de leur influence, et des matrices ont été développées pour définir des stratégies d'engagement adaptées à chaque groupe. Résultats et Accomplissements Le travail réalisé a permis d'identifier les parties prenantes pertinentes, regroupées en sept publics internes et dix publics externes. De plus, les domaines d'activité les plus pertinents pour ces publics au sein de l'alliance ont été identifiés, et un total de 261 acteurs spécifiques ont été assignés et priorisés dans différentes catégories. En outre, des canaux de communication généraux ont été définis pour ces acteurs en fonction de l'objectif du message, ainsi que des stratégies de communication de crise spécifiques, et des stratégies de communication externes et internes. Impact et Applications La carte des parties prenantes constituera un outil essentiel pour faciliter la communication stratégique au sein de l'alliance UNITA, en assurant une plus grande implication des acteurs-clés dans les activités du projet. De plus, sa mise en œuvre permettra une gestion plus efficace des relations avec les différentes parties prenantes, optimisant les interactions quotidiennes, ce qui aura un impact positif sur la durabilité et le succès à long terme du projet. En outre, elle sert de contribution importante pour d'autres tâches du projet, telles que la Tâche 5.4 "Observatoire de l'impact UNITA" et la Tâche 4.1 "Interfaces interterritoriales UNITA pour l'innovation." Conclusions et Prochaines Étapes La carte des parties prenantes pose les bases pour optimiser l'engagement des acteurs-clés dans les activités du projet UNITA. De plus, cette carte servira de contribution essentielle pour l'élaboration du livrable D5.1, le "Plan de diffusion multilingue UNITA," prévu pour octobre 2025, qui détaillera davantage les stratégies d'engagement adaptées à chacun de ces groupes. Mots-clés Carte des parties prenantes, stratégies d'engagement, canaux de communication, catégorisation, plan de diffusion. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 85/130 Abstract [In Italiano] Contesto e Obiettivi Il progetto UNITA mira a rafforzare la collaborazione tra le università europee per promuovere l'innovazione, la sostenibilità e la mobilità nelle comunità rurali e transfrontaliere. In questo contesto, la mappa degli stakeholder è uno strumento fondamentale per identificare e classificare gli attori chiave a livello locale, regionale, nazionale, europeo e internazionale che possono influenzare o beneficiare del progetto. L'obiettivo specifico di questa tappa è creare una mappa completa degli stakeholder che supporti la strategia di comunicazione e coinvolgimento sviluppata nel piano di disseminazione, garantendo la loro partecipazione attiva e continua alle attività del progetto. Metodologia Il gruppo di lavoro del WP5.1 ha prima esaminato e ricercato vari approcci per la mappatura degli stakeholder, tra cui la mappatura geografica, l'elenco, le reti e la categorizzazione. L'approccio selezionato prevedeva l'identificazione delle categorie di stakeholder rilevanti, seguita dall'identificazione degli attori all'interno di queste categorie in ogni regione. Successivamente, gli stakeholder sono stati classificati in base alle loro motivazioni e alla loro influenza, e sono state sviluppate matrici per delineare strategie di coinvolgimento su misura per ciascun gruppo. Risultati ed Esiti Il lavoro svolto ha portato all'identificazione degli stakeholder rilevanti, raggruppati in sette pubblici interni e dieci esterni. Inoltre, sono state identificate le aree di attività più rilevanti dell'Alleanza per questi pubblici, e un totale di 261 attori specifici sono stati assegnati e prioritari in diverse categorie. Inoltre, sono stati definiti i canali di comunicazione generali per questi attori in base allo scopo del messaggio, oltre a strategie specifiche di comunicazione in caso di crisi, nonché strategie di comunicazione esterna e interna. Impatto e Applicazioni La mappa degli stakeholder fornirà uno strumento essenziale per facilitare la comunicazione strategica all'interno dell'alleanza UNITA, garantendo un maggiore coinvolgimento degli attori chiave nelle attività del progetto. Inoltre, la sua implementazione consentirà una gestione più efficace delle relazioni con i vari stakeholder, ottimizzando le interazioni quotidiane, che avranno un impatto positivo sulla sostenibilità a lungo termine e sul successo del progetto. Inoltre, serve come input importante per altri Task del progetto, come il task 5.4 “Osservatorio dell'impatto UNITA” e il task 4.1 “Interfacce interterritoriali UNITA per l'innovazione”. Conclusioni e Prossimi passi La mappa degli stakeholder pone le basi per ottimizzare il coinvolgimento degli attori chiave nelle attività del progetto UNITA. Inoltre, questa mappa servirà come input fondamentale per lo sviluppo del deliverable D5.1, il “Piano di diffusione multilingue di UNITA”, previsto per ottobre 2025, che elaborerà ulteriormente le strategie di coinvolgimento su misura per ciascuno di questi gruppi. Keywords Mappa degli stakeholder, strategie di coinvolgimento, canali di comunicazione, categorizzazione, piano di diffusione. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 86/130 Abstract [Română] Context și obiective Proiectul UNITA își propune să consolideze colaborarea dintre universitățile europene pentru a promova inovația, sustenabilitatea și mobilitatea în cadrul comunităților rurale și transfrontaliere. În acest context, harta părților interesate este un instrument cheie pentru identificarea și clasificarea actorilor cheie la nivel local, regional, național, european și internațional care pot influența sau pot beneficia de pe urma proiectului. Obiectivul specific al acestei etape este crearea unei hărți cuprinzătoare a grupurilor de interese care să susțină strategia de comunicare și implicare dezvoltată în planul de diseminare, asigurând participarea lor activă și continuă la activitățile proiectului. Metodologie În primul rând, mai multe abordări ale cartografierii grupurilor de interese au fost cercetate și discutate în echipa WP5.1, inclusiv o abordare geografică, liste, rețele și categorizare. Abordarea selectată a constat în identificarea categoriilor relevante de grupuri de interese și identificarea ulterioară a actorilor din cadrul acestor categorii în fiecare regiune. Ulterior, grupurile au fost clasificate și prioritizate pe baza motivațiilor și influenței lor, iar matricele au fost dezvoltate pentru a contura strategiile de implicare personalizate pentru fiecare grup. Rezultate și consecințe Munca desfășurată a condus la identificarea unor grupuri de interese relevante, grupate în șapte audiențe interne și zece audiențe externe. În plus, au fost identificate cele mai relevante domenii de activitate ale alianței pentru aceste audiențe, iar un total de 261 de actori specifici au fost desemnați și prioritizați în diferite categorii. În plus, canalele generale de comunicare au fost definite pentru acești actori pe baza scopului mesajului, împreună cu strategii specifice de comunicare în criză, precum și strategii de comunicare atât externă, cât și internă. Impact și aplicații Harta părților interesate va oferi un instrument esențial pentru a facilita comunicarea strategică în cadrul alianței UNITA, asigurând o mai mare implicare a actorilor cheie în activitățile proiectului. Mai mult, implementarea acestuia va permite un management mai eficient al relațiilor cu diferite grupuri de interese, optimizând interacțiunile zilnice, ceea ce va avea un impact pozitiv asupra sustenabilității și succesului pe termen lung al proiectului. De asemenea, va servi ca un input important pentru alte sarcini ale proiectului, cum ar fi Sarcina 5.4 „Observatorul de impact UNITA” și Sarcina 4.1 „Interfețele interteritoriale UNITA pentru inovare”. Concluzii și pașii următori Harta părților interesate stabilește baza pentru optimizarea participării actorilor cheie la activitățile proiectului UNITA. În plus, această hartă va servi drept input critic pentru dezvoltarea livrabilului D5.1, „Planul de difuzare multilingv UNITA”, programat pentru octombrie 2025, care va analiza strategiile de implicare adaptate fiecăruia dintre aceste grupuri. Cuvinte cheie Harta grupurilor de interese, strategii de implicare, canale de comunicare, categorizare, plan de diseminare. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 87/130 Table of contents Description 88 Purpose 88 Methodology 88 Categorization of stakeholders 88 External Stakeholders 88 Internal Stakeholders 89 Prioritization framework 90 Mapping Activities for Stakeholder Involvement 90 Stakeholder Mapping and Analysis 92 1. External Stakeholders 92 1.1. Policy Makers, and Other Public stakeholders 92 1.2. Business Community, Associative Structures, and Other Private Stakeholders 92 1.3. Associated partners 94 1.4. Other Universities in the world 95 1.5. Other Universities in Europe 98 1.6. Other European Alliances 98 1.7. Academic Staff outside UNITA 98 1.8. Prospective students 98 1.9. Citizens 98 1.10. National and Foreign Media, Journalists, and Opinion Makers 99 2. Internal Stakeholders 101 2.1. Academic Staff 101 2.2. Students 101 2.3. Administrative Staff 101 2.4. Task Co-leaders 102 2.5. Task Team members 102 Communication Strategies for Stakeholders 104 Communication Tactics and Channels 111 Discussion of the final outcome 115 Conclusions 115 D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 88/130 Description Purpose Task 5.1.2, "Create a Map of Stakeholders," aims to identify all stakeholders at local, regional, national, European, and international levels and develop tailored communication and involvement strategies for each. The online stakeholder map will serve as a quick reference for everyone involved in the UNITA project, clarifying stakeholders and their roles. The task 5.1.2 involves several key subtasks aimed at creating a comprehensive map of stakeholders for the UNITA project. First, people, organizations, and groups that can be positively affected by the project at local, regional, national, and international levels should be identified (A.5.1.2.1). Next, the interests, motivations, and priorities of these stakeholders should be assessed (A.5.1.2.2), followed by determining their roles and levels of influence within the scope of the project (A.5.1.2.3). Based on this analysis, tailored strategies should be developed to engage relevant stakeholders and ensure ongoing attention and involvement (A.5.1.2.4). Finally, the stakeholder map will be published online as a reference tool for all project participants (A.5.1.2.5). Methodology Various approaches for mapping stakeholders, including geographical mapping, listing, networks, and categorization, were first brainstormed and researched by the WP5.1 team. The final approach was selected and approved during the Pamplona Team Meeting in February 2024, where the team opted for categorization over other possible approaches such as geographical mapping, listing, or networks. Between April and May, the specific type of categorization to be used was thoroughly discussed and refined. As part of this process, Prof. Sobrino was invited to a team meeting to provide expert suggestions. By midMay, the categorization criteria had been finalized, and each university began compiling their lists of stakeholders and categorizing them accordingly. Matrices outlining engagement strategies based on stakeholders' motivations and influence were developed by the team. The final proposal was presented and approved in September. The following sections present: • Stakeholder categorization into internal and external audiences. • The prioritization framework using the Power-Interest Matrix. • Relevant activities for each stakeholder group. • Detailed analysis of each group and key actors. • Tailored communication strategies via the Stakeholders Communication Matrix. • Additional matrices detailing strategies for various communication needs. Categorization of stakeholders The stakeholders for the UNITA project have been categorized into two main groups: External Audiences and Internal Audiences. External Stakeholders This group comprises entities and individuals beyond the immediate operational structure of UNITA, including those who may benefit from or collaborate with the alliance. The identified external audiences are: 1. Policy Makers, Business Community, and other public stakeholders: Government bodies and other public stakeholders that influence and are influenced by UNITA’s initiatives. 2. Business Community, Associative Structures, and other private stakeholders: businesses and other associations and organizations that influence and are influenced by UNITA’s initiatives. 3. Associated Partners: External organizations and entities that partner with UNITA on specific projects. 4. Other Universities in the World: Academic institutions outside of Europe with the potential to engage with UNITA. 5. Other Universities in Europe: Institutions within Europe that, although not formally part of UNITA, have opportunities for collaboration. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 89/130 6. Other European Alliances: Collaborative networks and alliances within Europe that align with UNITA’s objectives. 7. Academic Staff outside UNITA: Researchers and Educators from other institutions with the potential to engage with UNITA. 8. Prospective Students: Individuals considering enrolling in UNITA programs in the future. 9. Citizens: Individuals from communities impacted by or engaging with the alliance’s activities. 10. National and Foreign Media, Journalists, and Opinion Makers: Media representatives and influencers in the countries where UNITA is represented. Internal Stakeholders This group includes individuals and entities directly involved in the operational and strategic activities of UNITA. The identified internal audiences are: 1. Academic Staff: Educators and researchers who are part of the UNITA universities. 2. Students: Enrolled students participating in the programs and activities offered by the alliance. 3. Administrative Staff: Support staff managing and facilitating university operations. 4. Task Co-Leaders: Members responsible for leading specific tasks within the work packages. 5. WPs Task Teams: Collaborators from other WPs within UNITA. This categorization serves as the foundation for prioritizing stakeholders and developing tailored engagement strategies for each group. Figure 1 shows the categorization scheme. Figure 1. Categorization of Stakeholders D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 96/130 cultural and social integration. Figure 3 shows a map of the universities particularly involved as partners within the Geminae network, while Table 5 lists these universities in detail. Figure 3. Map of Universities in the Geminae Network Table 5. Classification of Stakeholders by Influence and Interest Levels Across UNITA Universities. Group 1.4. Other Universities in the world Designation Stakeholder Category Type Location Power / Influence (+/-) Interest / Availability (+/-) Needs 2IE - Institut International d'Ingénierie de l'Eau et de l'Environnement External Other universities in the World International Low High Keep Informed Fucape Business School External Other universities in the World International Low High Keep Informed ITBA: Instituto Tecnológico de Buenos Aires External Other universities in the World International Low High Keep Informed Universidad Autónoma de Santo Domingo External Other universities in the World International Low High Keep Informed Universidad Autónoma San Luis Potosí External Other universities in the World International Low High Keep Informed Universidad Católica de Colombia External Other universities in the World International Low High Keep Informed Universidad de La Habana External Other universities in the World International Low High Keep Informed Universidad de los Andes External Other universities in the World International Low High Keep Informed Universidad de Monterrey External Other universities in the World International Low High Keep Informed Universidad del Rosario External Other universities in the World International Low High Keep Informed Universidad Nacional de Colombia External Other universities in the World International Low High Keep Informed D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 97/130 Designation Stakeholder Category Type Location Power / Influence (+/-) Interest / Availability (+/-) Needs Universidad Nacional de Cuyo External Other universities in the World International Low High Keep Informed Universidad Nacional de La Plata External Other universities in the World International Low High Keep Informed Universidade de Brasília External Other universities in the World International Low High Keep Informed Universidade de Cabo Verde External Other universities in the World International Low High Keep Informed Universidade Estadual de Campinas External Other universities in the World International Low High Keep Informed Universidade Estadual do Oeste do Paraná External Other universities in the World International Low High Keep Informed Universidade Federal da Bahia External Other universities in the World International Low High Keep Informed Universidade Federal de Minas Gerais External Other universities in the World International Low High Keep Informed Universidade Federal de Viçosa External Other universities in the World International Low High Keep Informed Universidade Federal do Rio de Janeiro External Other universities in the World International Low High Keep Informed Universidade Nacional de Timor Lorosa'e External Other universities in the World International Low High Keep Informed Universidade Pedagogica de Maputo External Other universities in the World International Low High Keep Informed Universidade Regional de Blumenau External Other universities in the World International Low High Keep Informed Universite Cheikh Anta Diop de Dakar External Other universities in the World International Low High Keep Informed Université d'Abomey - Calavi External Other universities in the World International Low High Keep Informed Université de Boumerdes External Other universities in the World International Low High Keep Informed Université de Sherbrooke External Other universities in the World International Low High Keep Informed Université du Québec à TroisRivières External Other universities in the World International Low High Keep Informed Université Hassan II de Casablanca External Other universities in the World International Low High Keep Informed Université d'Antananarivo External Other universities in the World International Low High Keep Informed D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 98/130 1.5. Other Universities in Europe UNITA partners also collaborate with other universities across Europe to strengthen ties within the European Higher Education Area and to expand the impact of the alliance. These collaborations often occur through joint projects, student and staff exchanges, and the sharing of best practices. In Spain, both the University of Zaragoza and Universidad Pública de Navarra are part of Campus Iberus, a Spanish university alliance that promotes cooperation in research, education, and innovation among its members. The aim is to enhance educational mobility, foster research cooperation, and support the exchange of knowledge and resources among European institutions. We characterize these collaborations as having low power and low interest, so the strategy is to monitor them closely, ensuring that potential opportunities for synergy and cooperation are identified when they align with UNITA's strategic goals. 1.6. Other European Alliances UNITA also connects with other European alliances similar to itself, which are part of the European Universities Initiative. These alliances, such as EPICUR, CIVIS, and EUTOPIA, promote cooperation between universities to enhance mobility, innovation, and regional integration across Europe. By engaging with these alliances, UNITA can exchange best practices and explore joint initiatives that align with its own objectives. The complete list of these European alliances is available in the European Commission portal 11 . We categorize these alliances as having low power and low interest; thus, our strategy is to monitor them, ensuring that collaboration opportunities are identified and leveraged when beneficial to UNITA's mission. 1.7. Academic Staff outside UNITA Researchers and educators from institutions outside of UNITA represent a valuable resource for expanding the alliance's academic and research network. These external academic staff have the potential to collaborate with UNITA partners in areas such as joint research projects, academic exchanges, and coteaching opportunities. By engaging with these researchers, UNITA can enrich its interdisciplinary hubs, enhance knowledge sharing, and create new opportunities for collaborative grant applications and publications. According to our classification, these stakeholders generally have moderate interest and influence, as their involvement depends on the alignment of their research interests with UNITA’s thematic priorities. The strategy is to engage them selectively, focusing on those whose expertise matches key areas such as renewable energies, cultural heritage, and digital transition. This approach ensures that UNITA can establish meaningful and productive academic relationships that enhance its research output and educational offerings. 1.8. Prospective students Prospective students are a key external audience for UNITA, as their future enrollment contributes to the alliance’s growth and the sustainability of its programs. These students, from within Europe and beyond, have the potential to participate in UNITA’s diverse educational offerings, including mobility programs, interdisciplinary courses, and research opportunities within its thematic hubs. Engaging prospective students is crucial for promoting the alliance’s visibility and attractiveness, ensuring a steady influx of new talent into UNITA’s member universities. We classify prospective students as having moderate interest and low power, as their involvement depends on the relevance of UNITA’s programs to their educational and career goals. The strategy for this group is to inform and attract them through targeted marketing campaigns, open days, and digital outreach programs that highlight the unique opportunities available within the alliance, such as international mobility, language programs, and innovative learning experiences tailored to global and regional needs. 1.9. Citizens Citizens, particularly those from the regions surrounding UNITA’s member universities, are an important external audience for the alliance. Their involvement and support are essential for integrating UNITA’s 11 European Universities alliances and their partners - European Education Area: https://education.ec.europa.eu/education-levels/higher-education/european-universities-initiative/map D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 99/130 activities within local communities, fostering social and cultural development, and ensuring that the alliance's initiatives have a meaningful impact at the regional level. By engaging with citizens, UNITA aims to promote awareness about its programs, encourage participation in local events, and support initiatives that enhance the quality of life in these regions, such as cultural heritage preservation, green sustainability projects, and lifelong learning opportunities. Alumni, as former students at each UNITA university, can play a significant role within this group. They serve as ambassadors for their institutions, helping to build strong connections between the alliance and local communities. By leveraging alumni networks, UNITA can further promote its activities and strengthen community engagement, ensuring that the alliance’s initiatives are supported and sustained over time. 1.10. National and Foreign Media, Journalists, and Opinion Makers National and foreign media, journalists, and opinion makers are crucial for increasing the visibility and impact of the UNITA alliance. These stakeholders have the ability to disseminate information widely, shape public perception, and attract interest from other potential partners and stakeholders. UNITA partners actively engage with major press agencies in Europe and beyond to ensure that the alliance’s activities, achievements, and opportunities reach a broader audience. To facilitate effective communication, UNITA is exploring collaborations with key press agencies, such as L’Agenzia Nazionale Stampa Associata (ANSA) in Italy, which has shown interest in promoting European university alliances. Additionally, other relevant press agencies in the UNITA countries include France Presse (France), Agência LUSA (Portugal), EFE and EUROPA PRESS (Spain), and Keystone ATS (Switzerland). The full list of these agencies is provided in Table 6. We classify these stakeholders as having moderate power and moderate interest, as their influence on public opinion is significant but their engagement depends on the relevance of UNITA’s initiatives. Our strategy is to actively engage and inform them through press releases, media briefings, and tailored communication efforts to maximize media coverage and support for the alliance. Table 6. Relevant press agencies in the UNITA countries Country Press Agency France France Presse Italy ANSA L'Agenzia Nazionale Stampa Associata Portugal Agência LUSA Romania Data not available Spain EFE and EUROPA PRESS Switzerland Keystone ATS External Stakeholder Engagement Matrix for UNITA Activities The matrix in Figure 4 illustrates the relationship between UNITA’s key external stakeholder groups and its core areas of activity. Each cell in the matrix represents the relevance of a particular activity to each stakeholder group, using a color-coded and symbols system to indicate engagement levels 12 . The color range specify the type of strategy UNITA should apply to each group, such as "Manage Closely," "Keep Satisfied," "Keep Informed," or "Monitor", as described in Figure 2. The purpose of this visual representation is to guide the alliance’s engagement efforts, ensuring that each stakeholder group is involved according to their influence and interest in various activities, thereby maximizing the impact and efficiency of UNITA’s initiatives. 12 Highly relevant moderately relevant mostly irrelevant D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 100/130 Figure 4. External Stakeholder Engagement Matrix for UNITA Activities D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 101/130 2. Internal Stakeholders 2.1. Academic Staff Academic staff are essential for the successful implementation of UNITA's activities, as they are directly involved in teaching, research, and program development. Their primary motivations include advancing their own academic careers, engaging in interdisciplinary and international collaborations, and accessing funding and resources for their research projects. They are also motivated by the opportunity to expand their professional networks and contribute to innovative educational and research initiatives that align with UNITA's focus areas, such as mobility programs, sustainability projects, and cultural heritage preservation. Given their high influence and high interest in UNITA’s activities, the strategy for engaging academic staff is to "Manage Closely". This involves continuous engagement through regular communication, providing opportunities for leadership in key projects, and ensuring they have access to the resources and support necessary to actively participate in and shape the alliance’s initiatives. 2.2. Students Students are central beneficiaries of UNITA’s initiatives, and their motivations align closely with the opportunities the alliance offers. They are primarily motivated by international mobility opportunities, access to diverse and innovative educational programs, and the chance to engage in research and professional development through internships and extracurricular activities. The ability to study in multicultural environments and gain skills that enhance their employability are also key incentives that align with UNITA’s focus on enhancing educational quality and fostering student exchanges. A special subgroup within this category is student organizations, which play a crucial role in representing and mobilizing student interests within and beyond the alliance. At the European level, the European Students’ Union (ESU) and the Erasmus Student Network (ESN) are two prominent organizations that represent student interests, advocating for mobility, quality education, and student rights across Europe. These organizations are key partners for aligning UNITA’s programs with broader European student initiatives and enhancing student engagement. Given that students generally have modest or low interest in UNITA’s activities, the appropriate strategy is to "Monitor". This involves maintaining open communication channels to inform them about relevant opportunities such as mobility programs and internships. Collaborating with student organizations like ESU and ESN can also help in effectively reaching students and increasing their awareness and engagement with UNITA’s initiatives. 2.3. Administrative Staff Administrative staff are vital for the successful implementation and management of UNITA’s programs and activities. Their motivations are primarily linked to professional development opportunities, increased collaboration between universities, and the enhancement of their skills in managing international programs, student mobility, and administrative processes. Alignment with UNITA’s initiatives is particularly strong when these initiatives provide training opportunities, resources, and support that help administrative staff manage the logistics and operations of cross-university activities effectively. One key area is the inter-comprehension courses, which offer administrative staff the opportunity to improve their communication skills across different Romance languages, facilitating smoother coordination within the alliance. Given that administrative staff have a moderate level of influence but modest interest, the appropriate strategy is to "Keep Satisfied". This involves providing ongoing training, resources, and support, such as the inter-comprehension courses, to ensure they feel equipped and valued in their roles. Regular communication about the benefits of UNITA’s initiatives and involving them in workshops or professional development programs that align with the alliance’s goals can help maintain their engagement and satisfaction. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 102/130 2.4. Task Co-leaders Task co-leaders are responsible for leading specific tasks within the broader work packages of UNITA’s European project. Each task is co-led by two individuals from different universities, coordinating efforts across partner institutions to achieve the task objectives. Their motivations include developing leadership skills, gaining experience in international collaboration, and contributing to the overall success of the alliance. By managing their tasks, they also can influence the outcomes of their work package, which aligns with their professional interests and the strategic goals of UNITA. Task co-leaders are expected to participate in the UNITA Weeks, where they meet with other co-leaders and team members from various universities, as well as hold monthly meetings with their respective teams to plan and implement task-specific activities. Given that task co-leaders have moderate influence and high interest in UNITA’s activities, the appropriate strategy is to "Engage Selectively". This involves providing them with the necessary resources, support, and autonomy to manage their tasks effectively while maintaining regular communication and coordination. Organizing annual UNITA Weeks and monthly team meetings ensures they remain aligned with the broader goals of the work packages and allows for knowledge sharing and collaboration with other co-leaders. This approach empowers task co-leaders to take ownership of their tasks and ensures that they remain engaged and motivated to achieve the project’s objectives. 2.5. Task Team members Task team members are responsible for executing the activities within each task of the work packages. These individuals, coming from various UNITA partner universities, collaborate under the guidance of task co-leaders to accomplish specific objectives and deliverables. Their motivations include gaining experience in international projects, developing new skills, and expanding their professional networks. By participating in these tasks, team members also could contribute to UNITA’s strategic goals, such as promoting mobility, sustainability, and cross-border collaboration, which align with their own academic or professional growth. Task team members have low to moderate influence but a moderate interest in UNITA’s activities, as their engagement is often dependent on the relevance of the task to their professional or academic development. The appropriate strategy is to "Keep Informed". This involves maintaining consistent communication with them through monthly updates, progress meetings, and sharing task-related resources and opportunities. Additionally, providing recognition for their contributions and offering professional development opportunities within the alliance (e.g., through participation in training or international events like the UNITA Weeks) helps maintain their motivation and alignment with the task’s objectives. Internal Stakeholder Engagement Matrix for UNITA Activities The matrix in Figure 5 illustrates the relationship between UNITA’s key internal stakeholder groups and its core areas of activity. Each cell in the matrix represents the relevance of a particular activity to each stakeholder group, using a color-coded and symbols system to indicate engagement levels 13 . The color range specify the type of strategy UNITA should apply to each group, such as "Manage Closely," "Keep Satisfied," "Keep Informed," or "Monitor", as described in Figure 2. 13 Highly relevant moderately relevant mostly irrelevant D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 103/130 Figure 5. Internal Stakeholders Engagement Matrix for UNITA Activities D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 104/130 Communication Strategies for Stakeholders Engaging stakeholders effectively is vital for the success of the UNITA alliance. By aligning communication strategies with the interests, influence, and roles of each stakeholder group, UNITA ensures that all parties are informed, motivated, and actively contributing to the alliance’s goals. This section outlines the communication strategies for both external and internal stakeholders, detailing the purpose, channels, actions, key messages, frequency, and designated sender for each group. The following tables provide detailed communication strategies for each stakeholder group, covering: • Audience: The specific stakeholder group targeted. • Purpose: The objective of communication (e.g., inform, engage, support). • Channel: The methods used for communication (e.g., email, social media, meetings). • Actions: Specific communication activities (e.g., training sessions, information updates). • Message: The core content of communication tailored to each group (e.g., collaboration opportunities, progress updates). • Frequency: How often the communication occurs (e.g., monthly, quarterly, annually). • Sender: The individual or team responsible for communication (e.g., WP Leader, Communication Team, UNITA Coordination Team). These structured approaches ensure that both external and internal stakeholders receive the appropriate levels of information and engagement necessary for the successful implementation of UNITA’s initiatives. External Stakeholder Group 1: Policy Makers and Other Public Stakeholders Purpose: Influence policies and secure support for UNITA’s activities by developing strategic alliances and partnerships. Table 7 - Communication strategy - Group 1.1 Purpose Influence policies and build alliances Channel Meetings, alliances, policy briefs Actions Develop meetings, establish alliances, participate in events Message Opportunities and progress of the project, alignment with policy goals Frequency Quarterly Sender Alliance Leadership Policy makers and public stakeholders possess high power and influence, making them essential partners for UNITA’s success. The focus is on developing alliances and holding strategic meetings to keep them engaged and informed about the project’s progress. Communication highlights how UNITA’s initiatives align with and support public policy objectives, ensuring they remain supportive of the alliance's goals. Regular updates and meetings, coordinated by the alliance leadership, should be held quarterly to maintain engagement and influence. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 105/130 External Stakeholder Group 1.2. Business Community, Associative Structures, and Other Private Stakeholders Purpose: Build partnerships and promote collaboration opportunities that benefit both the business community and UNITA’s objectives. Table 8 - Communication Strategies - Group 1.2 Purpose Build partnerships and promote collaboration opportunities Channel Industry events, business forums, newsletters, direct meetings Actions Organize collaborative events, share project updates, identify partnership opportunities Message Benefits of collaboration with UNITA, opportunities for involvement in mobility and sustainability projects Frequency Quarterly Sender Communication officers The business community, associative structures, and other private stakeholders have moderate power and moderate interest, making it crucial to keep them satisfied and engaged. The strategy involves building partnerships through industry events, business forums, and direct meetings where opportunities for collaboration are discussed. Communication focuses on the mutual benefits of involvement in UNITA’s mobility and sustainability projects, encouraging ongoing support. Regular updates are provided on a quarterly basis to maintain engagement and highlight potential opportunities for these stakeholders to contribute to and benefit from UNITA’s initiatives. External Stakeholder Group 1.3. Associated partners Purpose: Maintain strategic alliances and keep associated partners informed about project developments and collaboration opportunities. Table 9 - Communication Strategies - Group 1.3 Purpose Maintain strategic alliances Channel Email, Newsletter Actions Share project updates, highlight collaboration opportunities, and provide regular information on progress Message Project updates and potential areas for collaboration Frequency Quarterly Sender Alliance Leadership / UNITA Communication Officers Associated partners are crucial for building and maintaining strategic alliances that support UNITA’s initiatives. They have a moderate interest and influence, making it essential to keep them informed and engaged. Communication is conducted through regular emails and newsletters that provide updates on project developments and highlight potential areas for collaboration. By maintaining a quarterly communication schedule, the alliance ensures that associated partners remain supportive and aware of opportunities to contribute to and benefit from UNITA’s initiatives. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 112/130 the alliance. The table details the target audiences, types of messages conveyed, the frequency of communication, and the responsible teams or individuals managing each channel. This structured approach ensures that UNITA’s communication efforts are consistent, targeted, and effective in reaching all relevant stakeholders. Table 22 - Communication Channels and Tactics Matrix Channel Purpose Audience Message Frequency Sender Website Reference site for all audiences Staff, Prospective students, Associated partners, Stakeholders, Other universities, Other Alliances, Media, journalists, opinion makers General Information, Information of interest to different audience groups. Regularly Communication Officers Twitter Provide updated information, interaction with users Staff, Prospective students, Associated partners, Stakeholders, Other universities, Other Alliances, Media, journalists, opinion makers Key events, Relevant information 2/3 tweets per week Communication Officers Facebook Contribute to building a UNITA community Staff, Prospective students, Associated partners, Stakeholders, Other universities, Other Alliances, Media, journalists, opinion makers General contents, Information for research groups, Events, and other initiatives 4/5 posts per week Communication Officers Instagram Engage students, Promote participation in UNITA activities Students, Staff, Prospective students Interesting information for students, Stories related to UNITA flagship topics 2/3 tweets per week Communication Officers D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 113/130 Channel Purpose Audience Message Frequency Sender LinkedIn Convey a professional vision of the alliance Staff, Prospective students, Associated partners, Stakeholders, Other universities, Other Alliances, Media, journalists, opinion makers Job and internships opportunities, Research activities, Grants 2/3 tweets per week Communication Officers YouTube Promote UNITA in a visual way Staff, Prospective students, Associated partners, Stakeholders, Other universities, Other Alliances, Media, journalists, opinion makers Educational and promotional videos, Events recordings A minimum of 1 video per month Communication Officers Newsletter Disseminate information on UNITA activity/Imag e of dynamic alliance Associated partners, Other Alliances, Media, journalists, opinion makers, other HE partners Updated information about the achievements and the next events of UNITA Monthly Communication Officers Press releases/Conference s Raise awareness about UNITA and its activities and communities Prospective students, Associated partners, Other Alliances, Media, journalists, opinion makers Relevant information about UNITA Frequently Communication Services of each university Brochures/Leaflets Inform and promote participation in UNITA events Staff, Students, Prospective students, Associated partners, other universities, Media, journalists, opinion makers General content/Event s and other initiatives General brochures annually, Occasional flyers on events and activities UNITA Communication Officers Merchandising Increase awareness Audience will depend on the event, including Staff, Prospective students, and associated partners UNITA corporate image When required UNITA graphic designers D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 114/130 The Crisis Communication Matrix outlines the specific channels and strategies that UNITA employs to manage communication effectively during crisis situations. This matrix ensures that critical information is disseminated promptly to relevant audiences, with clear messaging and responsible parties designated for each communication channel. Table 23 - Crisis Communication Matrix Channel Purpose Audience Message Frequency Sender Email Crisis updates Leadership Situation report As needed Crisis Manager Press Release Public updates Media Official statements As needed Communication Officers Datacloud Situation updates All users Briefings As needed WP Leaders Social Media Public awareness General public Response actions Real-time Communication Officers Online meetings Emergency contacts Staff and Students Support options As needed Project Manager Finally, Marketing Communication Matrix and the Staff Communication Matrix distinguish between external and internal communication strategies, respectively. The Marketing Communication Matrix focuses on external audiences, emphasizing brand awareness and engagement, while the Staff Communication Matrix is designed for internal stakeholders, ensuring that staff remain informed, aligned, and motivated. Below are the details for each matrix: Table 24 - Marketing Communication Matrix (External Focus) Channel Purpose Audience Message Frequency Sender Social Media Brand awareness Target audiences Promotional content Daily Communication officers Email Campaign Project Activities Stakeholders Project updates Monthly Communication officers Website Research expansion Website visitors Project insights Weekly Content team Webinar Lead generation Prospective students Courses As needed IT Members Merchandising Increase awareness General Audience Promotional content Quarterly Communication team D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 115/130 Table 25 - Staff Communication Matrix (Internal Focus) Channel Purpose Audience Message Frequency Sender Datacloud Project updates All staff Documents and action points As needed Leadership Team Email Project updates All staff Status updates As needed Leadership team Newsletter Inform staff Staff of all units Updates on thematic priorities, institutional initiatives, and project achievements Monthly Communication team TPs Meetings Collaboration Project leaders and staff Task alignment and engagement Monthly Training team Employee Portal Resources and engagement Staff of all levels Training opportunities and project updates Monthly HR Team Discussion of the final outcome The task aligns with the objectives in the Description of Action (DoA). All stakeholders have been mapped, and tailored strategies developed. The stakeholder map is ready for publication, serving as a reference for UNITA participants. Conclusions This document presents the approach to creating the stakeholder map and engagement strategies for UNITA. Stakeholders were identified, categorized, and prioritized based on motivations, and influence. Tailored strategies were developed to align UNITA's activities with stakeholder interests. Our stakeholder mapping and communication strategies will be critical inputs for other tasks in the UNITA project. Specifically, the insights we have gathered will contribute to Task 5.4, "UNITA Impact Observatory," by providing a comprehensive overview of stakeholder involvement and engagement—essential for assessing the alliance's impact. Additionally, Task 4.1, "UNITA Inter-territorial Interfaces for Innovation," will use this document to enhance collaboration between regions and stakeholders for improved innovation. Within Task 5.1, this document will also be instrumental in preparing our next deliverable, the "Dissemination Plan." In that upcoming deliverable, we will further develop and refine the motivations and engagement strategies for each stakeholder group, ensuring effective communication and maximizing the alliance's reach and impact. Beyond its immediate application, the stakeholder map will be a vital tool for enhancing overall engagement and communication across the alliance. It will allow UNITA to tailor its messaging and outreach more effectively, ensuring each stakeholder group receives information aligned with their interests and needs. By providing a clear overview of the involved parties and their roles, the stakeholder map will streamline collaboration efforts, foster new partnerships, and ensure consistent and impactful communication of UNITA’s activities. This proactive approach to stakeholder engagement will ultimately strengthen the alliance’s network, amplify its visibility, and create a more integrated and responsive framework for achieving UNITA’s strategic goals. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 116/130 List of Tables Table 1 - List of activity categories .................................................................................. 91 Table 2 - Classification of Stakeholders by Influence and Interest Levels Across UNITA Universities. Group 1.1. Policy Makers, and Other Public Stakeholders ........................................................ 92 Table 3 - Classification of Stakeholders by Influence and Interest Levels Across UNITA Universities. Group 1.2. Business Community, Associative Structures, and Other Private Stakeholders .................. 93 Table 4 - Classification of Stakeholders by Influence and Interest Levels Across UNITA Universities. Group 1.3. Associated Partners ....................................................................................... 95 Table 5 - Classification of Stakeholders by Influence and Interest Levels Across UNITA Universities. Group 1.4. Other Universities in the world ......................................................................... 96 Table 6 - Relevant press agencies in the UNITA countries ........................................................ 99 Table 7 - Communication strategy - Group 1.1 ................................................................... 104 Table 8 - Communication Strategies - Group 1.2 ................................................................ 105 Table 9 - Communication Strategies - Group 1.3 ................................................................ 105 Table 10 - Communication Strategies - Group 1.4 ............................................................... 106 Table 11 - Communication Strategies - Group 1.5 ............................................................... 106 Table 12 - Communication Strategies - Group 1.6 ............................................................... 107 Table 13 - Communication Strategies - Group 1.7 ............................................................... 107 Table 14 - Communication Strategies - Group 1.8 ............................................................... 108 Table 15 - Communication Strategies - Group 1.9 ............................................................... 108 Table 16 - Communication Strategies - Group 1.10 .............................................................. 109 Table 17 - Communication Strategies - Group 2.1 ............................................................... 109 Table 18 - Communication Strategies - Group 2.2 ............................................................... 110 Table 19 - Communication Strategies - Group 2.3 ............................................................... 110 Table 20 - Communication Strategies - Group 2.4 ............................................................... 111 Table 21 - Communication Strategies - Group 2.5 ............................................................... 112 Table 22 - Communication Channels and Tactics Matrix ........................................................ 113 Table 23 - Crisis Communication Matrix ........................................................................... 114 Table 24 - Marketing Communication Matrix ..................................................................... 114 Table 25 - Staff Communication Matrix (Internal Focus) ........................................................ 115 D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 117/130 List of Figures Figure 1. Categorization of Stakeholders .............................................................................. 89 Figure 2. Prioritization Framework ..................................................................................... 90 Figure 3. Map of Universities in the Geminae Network .............................................................. 96 Figure 4. External Stakeholder Engagement Matrix for UNITA Activities ......................................... 100 Figure 5. Internal Stakeholders Engagement Matrix for UNITA Activities ........................................ 103 D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 118/130 Annex 4. UNITA Graphic Standards Manual D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 119/130 GRAPHIC STANDARDS MANUAL D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 120/130 THE UNITA - UNIVERSITAS MONTIUM LOGO Logo Description and General Standards The consortium UNITA – Universitas Montium is an alliance of twelve comprehensive research universities from seven countries, with different sizes and trajectories. From west to east, these are: Portugal: Universidade da Beira Interior and Instituto Politécnico da Guarda; Spain: Universidad Pública de Navarra and Universidad de Zaragoza; France: Université de Pau et des Pays de l’Adour and Université Savoie Mont Blanc; Italy: Università di Torino and Università degli Studi di Brescia; Romania: Universitatea de Vest din Timișoara and Universitatea Transilvania din Brașov; Switzerland: Haute École Spécialisée de Suisse Occidentale; and Ukraine: Yuriy Fedkovych Chernivtsi National University in Ukraine. The name UNITA – almost the same as Italian unità (unity) – evokes the strong links and commonalities that bring us together to create a groundbreaking and innovative alliance aiming at a closer integration. The subtitle Universitas Montium, written in Latin, stresses that UNITA universities all speak Romance languages and are committed to fostering linguistic diversity and to the development of rural and cross-border mountain areas. As all universities are European, the logo is inscribed in a four sides polygon (as a reference to the square of the European Universities’ logo) which is broken below to create a green line that invokes the mountains. The five-pointed star represents the unequivocal connection to the European Union and its economic and political unity. The colours used in the logo are blue, yellow, green and red. The blue and yellow colours represent the European Union flag. The green stands for the mountains common to all our universities. The red, used in the motto, is present in all flags of the countries belonging. The purpose of this Graphic Standards Manual is to set forth guidelines that will assist in applying the UNITA - Universitas Montium Logo to all communications. Please refer to this Graphic Standards Manual on an ongoing basis, in order to ensure consistent implementation of UNITA - Universitas Montium’s identity. Particular issues that may arise to specific applications and usage require obtaining approval. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 121/130 THE UNITA - UNIVERSITAS MONTIUM LOGO Proportions, Size and Space The logo expresses UNITA - Universitas Montium’s identity. PROPORTIONS UNITA - Universitas Montium logo proportions: 15 x 12 grid units NEVER distort the logo (i.e. never condensate or extend the Logo, or make it bolder or thinner). The logo must always remain proportional to the original artwork. SIZE UNITA - Universitas Montium logo should never be reproduced in a size smaller than 15 mm in horizontal length. Do not use the logo below these size range. CLEAR SPACE For maximum impact and clarity, an area of clear space must be maintained around the UNITA - Universitas Montium logo. This clear space provides a protective area surrounding the logo within which no other graphic elements such as typography, pictures, art or border should be placed. The clear space must equal 2 times (or more) of thickness of lines of the logo. Never allow any other elements within the clear space. D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 128/130 IDENTITY IN PRACTICE Stationary LETTER TEMPLATE BUSINESS CARD POWERPOINT TEMPLATE D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 129/130 IDENTITY IN PRACTICE Promotional Products Promotional products should convey UNITA identity and reflect the specificities of its mountain areas. The UNITA promotional products must be sustainable and inclusive. Here are presented some examples, that can be used as reference. NOTEBOOK WITH PEN USB MEMORY FOLDER LETTER TEMPLATE D5.1UNITA Multilingual Dissemination Plan Pamplona – Covilhã, October 31st 2025 Page 130/130 THE UNITA - UNIVERSITAS MONTIUM LOGO Promotional Products . SWEATSHIRT BACKPACK T-SHIRT MUG THERMAL BOTTLE