The University’s application platforms form the backbone of its administrative, accounting and governance processes.
The strategy for developing its application portfolio focuses on adopting shared national solutions, primarily delivered as SaaS (Software as a Service), standardising processes and integrating data across the University. The aim is to reduce longstanding fragmentation across applications, ensure high levels of availability and keep systems up to date with technological developments and regulatory requirements.

The University makes extensive use of solutions provided by the CINECA Consortium as core platforms for managing its main institutional functions, delivered as SaaS and meeting the qualification requirements set out in national regulations (AgID).
The application ecosystem provides integrated coverage of the following functional areas:

• Teaching and student records, through systems for academic planning, student records management, timetabling, room bookings, student services and the University’s official mobile app;
• Staff and external personnel management, covering employment matters, remuneration, pensions, training and performance appraisal;
• Accrual and financial accounting, including financial statements, accounts receivable and payable, asset management, procurement, budgeting and project financial reporting;
• Research and projects, supporting the recording, monitoring, evaluation and reporting of research activities and outputs;
• Evaluation, quality, planning and control, through modules supporting strategic planning processes and quality assurance activities (AVA/ANVUR);
• Management of University calls for applications, covering staff recruitment, research and teaching appointments, student benefits and specific institutional procedures.

These platforms are well established across Italy and help align the University with best practice in the Italian university system.

A key feature of the application strategy is its focus on data integration and governance, ensuring consistency, reliability and reuse of information across institutional processes.
The approach adopted includes:

• using standard application integrations provided by suppliers, particularly CINECA;
• aligning central master records for students, staff and organisational units as single, authoritative sources of data;
• supplying data to reporting and business intelligence systems to support decision-making, governance and reporting obligations;
• ensuring interoperability with national platforms and external services, such as SPID, CIE, PagoPA, Login MIUR, App IO and PDND.

Application integration goes beyond data exchange to enable the coordinated management of administrative procedures. A significant example is the digital student file, which is automatically populated by student records systems and document workflows, bringing together examination records, degree award records and documentation generated by the systems themselves. A similar approach is adopted for procedures relating to University calls for applications and student benefits, with document registration, classification and filing carried out automatically through integrated processes.

Management platforms provide the foundation for the University’s progressive, structural and process-oriented digital transformation. In this context, end-to-end digital processes have been implemented, integrating multiple application systems to reduce manual tasks and improve the traceability of operations.

Key areas include:

• accounting and procurement processes, including the purchase-to-pay cycle, orders, electronic invoicing, tax management and financial reporting for research projects;
• management of University calls for applications, integrated with teaching planning systems and national digital infrastructure platforms, enabling the automatic generation of calls for teaching appointments and the direct transfer of teaching allocation data to teaching management systems;
• the fully paperless process for reviewing, depositing and preserving doctoral theses, which allows doctoral students to work through a single point of access and integrates the review stage with the student records management system and the institutional research repository;
• student administrative processes, from admission to graduation, supported by digital services and an official University mobile app that brings together academic records, study plans, examination results, fees, timetables and bookings in one place;
• administrative processes for academic staff, supported by automated workflows that use teaching planning data from U-GOV and lecture scheduling data from University Planner (UP) to generate teaching activity logs. These are completed in Esse3, digitally signed and filed in the relevant staff member’s personnel file within the document management system (Titulus).

The digitalisation of processes aims to replace paper-based documentation, simplify interactions between administrative offices and users, and improve overall operational efficiency.

The transition to paperless processes is a core element of the University’s digital transformation and is supported by an integrated ecosystem of solutions for:

• document management and electronic document registration;
• digital preservation in accordance with regulatory requirements;
• the digital signing of documents;
• managing compliance with personal data protection requirements;
• managing voting within the University’s governing bodies.

Integration between management systems and document management systems enables administrative procedures to be handled digitally from the outset, ensuring traceability, regulatory compliance and a reduction in paper-based workflows.

To complement its application ecosystem, the University uses management reporting tools and summary dashboards to support governance, planning and oversight. During 2026, these will be supplemented by dashboards covering research, third mission activities, the Ordinary Funding Fund (FFO), and operational and strategic performance.

These tools make effective use of the University’s integrated information resources, support decision-making by the Director-General and the governing bodies, and enable simulations of staffing costs.

The application platforms and process digitalisation initiatives form part of a strategy aligned with national guidelines and University policies, based on:

• the adoption of shared platforms that meet recognised standards across the university sector;
• the integration and effective use of data to support governance, oversight and quality;
• the automation of administrative procedures and the transition to paperless processes;
• complementarity with the cloud-only model adopted for digital infrastructure.

This framework is one of the pillars of the University’s digital transformation, enabling a gradual transition towards more efficient, transparent and service-oriented organisational models.