The University of Pécs (PTE) is one of the most important research universities in the country, with nearly 2,000 teaching and research colleagues participating in the projects in 10 faculties, and there are 22 graduate schools. 18000 students, 6,245 university staff, nearly 60 billion HUF budget, 388.452 m² institutional infrastructure with 286 buildings, 10 faculties dealing with educational, scientific and artistic activities are characterised by 210 majors. The research activities of the PTE are significant both at domestic and international level, with a total of 169 research teams, and its R & D portfolio is essentially structured around four main areas: medical and health sciences, natural sciences, humanities and social sciences, engineering. Scientific activity at the PTE is characterised by the fact that the number of publications published in the last 10 years exceeded 3500, of which the number of scientific works has tripled annually over the last 10 years. In order to maintain the current situation of the university and to increase its research capacity and to develop its research services, the university’s management has set out the implementation of a comprehensive project development plan in line with the Institution Development Plan of the University (IFT). The Ministry responsible for higher education, the Minister of State for Education of the EMMI, approved the project plan as set out in the IFT, and supports the achievement of the objectives set out therein (annexed to the approval document issued by the EMMI). Higher education institutions fulfil their mission if research results are beneficial to society and the national economy and if they act as regional catalysts. Accordingly, our goal is to turn our University into an entrepreneur university, which means the nature of the university’s research exploitation that requires its contributors to take an entrepreneurial approach, i.e. market approach, while in the case of technology transfer, the emphasis is on the technical side of the university-industry relationship. Organizational development plays an important role in this process, as a high degree of organisational fragmentation can prevent the successful completion of multi-disciplinary research projects, the efficient use of resources and a rapid response to market needs. During the implementation of our project, we will carry out improvements and reorganisations that can be derived from the above conditionality. The project aims to strengthen the triple unit of education, research and innovation in a comprehensive and coordinated way in the various areas of university research. Our development plans are based on three pillars. On the one hand, we are planning developments that will be implemented in an inter- and multidisciplinary manner, involving several faculties and involving a wide range of scientific and educational activities. On the other hand, we want to make improvements that serve the development of strategic sciences. Thirdly, we aimed at developing entrepreneurship, organizational and operational development of technology transfer, research management, science organisation and technology assessment. On this basis, the project’s task and target system are based on the following three pillars: 1. Overall vertical, interdisciplinary university developments As part of our main task we aim to realise the development of education and research through the construction of incentive systems, we also involve young researchers and doctoral students in the scientific activities of the institutional development for intelligent specialisation, as well as creating interdisciplinary research and training facilities and core facilities. 2. In the course of the development of strategic sciences, we will support interdisciplinary research in life and natural sciences, engineering and social sciences. The aim of our project will be to rethink, reorganise, develop centres of excellence for researchers, highlight and coordinate priorities. 3. We plan to develop and implement new R & D & I process management, clean the research and intellectual product portfolio, establish a health technology assessment unit, establish proof of concept foundation, support entrepreneurial capacity building, build a mentoring system for university start-ups, spin-offs and micro-enterprises, and support the innovation cooperation of enterprises and students. By carrying out the above tasks, a knowledge base can be built at the PTE that enables it to provide services for social innovation and to meet the needs of the R & D sector and to provide the researcher’s supply. The detailed description and justification of the project are set out in the attached feasibility study.