a a :good practice in supporting r...

ADE – ENTERPRISE PLC - ZENIT

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ANNEX A : GOOD PRACTICE IN SUPPORTIN G REGIONAL DEVELOPMENT THROUGH RTDI ACTIONS (A) Knowledge-providers - industry linkages A-1: Improving the effectiveness of technology transfer (Bremen, Germany) A-2: Technology Centre North Netherlands (Groningen-Drenthe, Netherlands) A-3: Tech Centres in the Basque Country (Basque Country, Spain) A-4: CASIMIR – Technology Pole (Auvergne, France) A-5: Technological nodal FAZAT (Upper Austria, Austria) A-6: TeleRegion (East London & Lee Valley, UK) (B) Stimulation of business innovation B-1: NorCOM - A cluster of industries (North Jutland, Denmark) B-2: Combination of RTDI infrastructure and individual support of firms (Nordrhein-Westfalen,

Germany) B-3: New financial instruments for innovation- revolving loan fund (Piemonte, Italy) B-4: Product innovation (Twente, Netherlands) B-5: RTDI measures and regional competitiveness: The PFAU programme (Bremen, Germany) (C) Human resource and training initiatives for RTDI; E-1: Technifutur (Liège, Belgium) E-2: CorTech, (France) E-3: Teaching Company Scheme (East London & Lee Valley, UK) (D) RTDI in rural and urban environments D-1: Urban regeneration and the environment – Environment Park Torino (Torino, Italy) D-2: CEVPM – Centre for fish products development (Nord-Pas de Calais, France)


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A-1: IMPROVING THE EFFICIENCY OF TECHNOLOGY TRANSFER Country Germany Objective 2 area Bremen A-1: Improving the efficiency of technology transfer Context Bremen had a multitude of isolated technology transfer units based at university or polytechnics institutes with few contacts to companies. Co-operation among these actors was accidental and irregular, the organisations existed side by side. For a future final beneficiary, it was difficult to identify the right contact person. Not all the institutions could really work efficiently for the implementation of RTDI policy in Bremen. Description In the objective 2 programme for the phase 1994-96 this situation was referred to. In order to foster an innovative climate for technology transfer between scientific institutions and companies it was decided to strengthen the technology transfer structure by the creation of the Bremen Innovation Agency (BIA) as interface between the administration and the companies. For companies, BIA works as one-stop-shop giving information and support for the acquisition and management of projects, collects and selects project proposals and, in some programmes, even pays out the money. At institutional level, BIA has the task to build up and co-ordinate a network of technology transfer units in Bremen and Bremerhaven. In order to increase the efficiency of the innovation system, a number of units were integrated into others or closed so that less key players can now play the technology transfer game more efficiently. In a number of RTDI projects managed and/or accompanied by BIA and financed under Objective 2 ("RITTS follow-up projects") co-operation between scientific research units and companies is facilitated and has already shown first positive results. Key message(s) Efficient and clear organisational structures supports the effectiveness of RTDI measures, one-stop-shop partners facilitate the participation of companies in RTDI programmes and thus improve the contact with the demand side. Networking among technology transfer units and co-operation in concrete projects increases communication and know-how transfer among the regional RTDI actors.


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A-2: TECHNOLOGY CENTRE NORTH NETHERLANDS

Country Netherlands Objective 2 area Groningen-Drenthe A-2: Technology Centre North-Netherlands Context The North of The Netherlands is faced with the problem that the strong knowledge infrastructure is insufficiently used by SMEs. A Technology Centre has been created to facilitate knowledge transfer form research and education institutes to SMEs. Description The Northern part of The Netherlands has a strong knowledge infrastructure . However, in spite of many efforts SMEs seem not to make much use of these facilities. To improve this situation a Technology Centre has been established that acts as a broker between SMEs and knowledge institutes. The Centre is only staffed by 6 persons and doesn’t have any research facilities. Much of the efforts are geared to assist SMEs in articulating their R&D needs and to translate these in concrete projects. The projects concern mostly product development for which the SME is lacking the knowledge or capacity. After the projects have been formulated the next step is to identify the most appropriate institute for undertaking the project. The Centre plays an important role in the communication between the entrepreneurs and researchers. Also, during project implementation the Centre stays involved to ensure that the results meet the expectations of the SMEs. In this way SMEs that would normally not have gained access to knowledge institutes benefit from the knowledge infrastructure. Moreover, also the knowledge institutes acquire an extra source of income. The aim is that the projects will result in a permanent relation between the SMEs and the knowledge institutes. It is yet to early to determine whether this is achieved. However, the number and seize of the projects identified and approved so far exceeds the expectations. The Technology Centre started in January 1998. In the first year over 50 projects have been approved with a total value of more than NLG 1 man (almost 1 MECU) and over 100 projects are in different stages preparation with a total value of nearly NLG 6 man (2.7 MECU). The target set at the start of the Technology Centre was to implement 250 projects with a total value of NLG 10 mln (4.5 MECU). The budget for the Technology Centre organisation, thus excluding the R&D projects, amounts to NLG 6.75 mln (3 MECU) for 10 years. Key message(s) With relatively simple means SMEs (mostly technology followers) can gain access to high level R&D facilities. This not only boosts the SMEs, but also reinforces the knowledge structure and hence regional competitiveness.


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A-3: TECHNOLOGY CENTRES IN THE BASQUE COUNTRY Country Spain Objective 2 area Basque Country A-3: Technology centres in the Basque Country Context: The project of developing Technology Centres was launched in 1992-93 by the Government of the Autonomous Community of the Basque Country. The objective was to strengthen and upgrade a number of centres created by the private sector and supporting the cluster policy of the Basque Country. Description From 1955 to 1986, seven technological centres were established in the Basque Country taking the form of private non-profit centres carrying out essentially contract research for the industrial sectors in the region. The centres are : CEIT – composite materials, applied mechanics, electronics, etc.; GAIKER – innovation in materials, industrial biotechnology and evironment; IKERLAN – mechanics, electronics and software; INASMET – advanced materials for the automotive and aeronautics sectors; LABEIN – CAD-CAM, computer equipment, etc.; ROBITKER – automisation of the manufacturing process; telecommunications; TEKNIKER – machine tools, mechanics, etc. Two further centres have been established more recently. An association regrouping the nine centres was created in 1986 and progressively the centres have been developed in the framework of a network which includes the 4 universities, 4 further sectoral research centres, seven R&D units in companies, etc. The project funded under the Objective 2 programme aimed at developing skills and upgrading the capacity for own technology development and the delivery of services to companies. The broad objective for the centres is to contribute to the social and economic development of the region, through the impulse of the use of the technology as a fundamental element of the competitiveness of the endogenous industry. ERDF co-financing amounted to some 3.8 million ECU. The project especially addresses two groups that are particularly affected by the unemployment problem, women and young graduates looking for their first job. The most relevant results according to the evaluation carried out by the Basque Government are : 412 R&D projects in 450 companies particularly SMEs; 96 European projects stimulated; 4066 technical assistance services; 79 courses and seminars with 1400 participants from 900 companies. the multiplying effect of the public resources invested in the project, the increase in collaboration projects, firms and Tech centres in R&D support programmes and the significant increase in the potential of the Technological Innovation Human Resources More broadly, the important policy project on the R&D activity carried out by the firms can be seen in terms of the relative increase in R&D expenditure vis -à-vis GDP during the period since 1993. The level reached in the Basque Country over the last few years, although still below the EU average, is far superior to the Spanish level In fact the GNP (% base year 1985) increased from 135%b in 1993 to 146% in 1996. On the other hand, the GERD/GNP increased from 1,15% in 1993 and 1.04% in 1994 to 1.24% in 1996. BERD/GNP increased from 0.84% in 1993 and 0.77% in 1994 to 0.96% in 1996. The number of researchers also increased. Key message(s) One of the key success of this measure has been the connection with the industrial environment of this Centres reinforced through the participation of firms in the boards of the centres. The RTDI measures implemented in the Basque Country, and in particular those related to the technology centre, has allowed a co-ordinated support for private initiatives and the concentration of the public and private actions in a common regional strategy. Nevertheless, the Basque authorities recognise, on the one hand, there is still a big proportion of firms which lack an innovative culture and do not consider the technological innovation as a strategic factor for their competitiveness and on the other hand, that university departments have relatively few industrial relations. For this reason, in the last 1997-2000 Science and Technology Plan, is trying to overcome these problems. The plan includes the requirement that more than one firm has to take part in a co-operation project so that breadth of co-operation between agents improves and the number of firms participating increases. On the other hand, the existence of a unique plan for Science and Technology seems to be an important step to overcome the lack of involvement of the universities within the Innovation System. Transferability The good results of this initiative and the success of the technology centres has led to their adoption as a model that can be transferred to other regions and indeed countries. Indeed, the experience gained in the Basque Country has been used to implement similar projects in Argentina and Brazil, co-financed by DGI and DGIII.


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A-4: CASIMIR – SUPPORT AND STIMULATION FOR RTDI Country France Objective 2 area Auvergne (all zones) Title of this boxed example CASIMIR - Centre d’Appui et de Stimulation de l’Industrie au Moyen de

l’Innovation et de la Recherche Context One of the strength of the Auvergne region lies in the potential of the research and technology transfer infrastructure in areas that are relevant to regional industry. There are some 120 public and private regional laboratories that employ 6000 people. With its 1700 researchers, Auvergne ranks 5th in the French league of regional research staff. The transfer of know-how is organised in the regional technology pole CASIMIR which encourages links between SMEs and the research base – these are becoming more widespread with the help of regionally and nationally funded technology transfer schemes. Description CASIMIR was created in 1987 by the State and the Region, and separated in 1997 from its commercial activities; now located in TECHINAUV (the director is common to both structures). CASIMIR is controlled by the State and Region’s institutions in its Board. At the start, the idea was to promote linkages between research and industry (it was an interface of the university). Today, its role is to stimulate demand from enterprises : raise awareness of innovation, formulate needs, follow-up projects and develop partnerships with resource providers. An interface and brokerage role, with a focus on “de-bottlenecking”. CASIMIR manages the CORTECHS scheme and the technological diffusion network (RDT) in Auvergne. Its scope of activities is regional, covering all sectors but with a focus on biomedical, agrifood, health, materials, information technologies. With a total staff of 15 persons (of which 4 secretaries), CASIMIR started with young people, with a diversity of profile, who have now “grown up”. The diversity of competencies is seen as a key for CASMIR’s actions. Continuous training of the staff is given strong importance, notably through 6-months sabbaticals in enterprises. Team work is developed. Internal performance assessment system is developed, and employees salaries are linked to results. The pole is funded mainly through public resources (State, Region, local authorities, EU Objective 2 funds and ANVAR for the RDT). Link with industry are ensured through visits to companies and the service activity of TECHINAUV. The Chairman of the Board is an industrialist Activities include : • Visits to enterprises by CDT, specialised by field of competencies including in -depth interviews; • Support to project development, mentoring, brokerage, training • Newsletter, and newsfax, technical days for industrialists • Training in strategy for enterprises • Strategic watch in certain sectors (biomedical) • Management of the CORTECHS scheme and the RDT • Management of the RIS scheme. There has been no real evaluation of the activities with only a national report on the French agri-food technical centres; but no real evaluation of CASIMIR itself (not even in the RIS). CASIMIR participates to an informal network of similar centres for exchange of good practices . Key message(s) Strengths : • Concentration on pro-active activities • Client-need focus on “de-bottlenecking” • Evolving focus on broad innovation needs, including innovation management • Notable efforts on continuous training of the staff and on their "learning" in enterprises + team work • Good visibility; • Development of an “Innovation Observatory”. Weaknesses : • Structure not originating from industry, but from public authorities • Strong dependency on public funding • Coherence of multiple activities carried out ? Adequate size to cope with these activities ? • Confused positioning in the regional support system (is “in between” technology transfer function and

general economic support) • Lack of sound evaluation.


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A-5: TECHNOLOGICAL NODAL FAZAT Country Austria Objective 2 area Upper Austria A-5 Technological nodal FAZAT Context Forschungs- und Ausbildungszentrum für Arbeit und Technik – FAZAT Steyr (Research and Training Centre for Work and Technology): Based on a technology policy concept Upper Austria endeavours to stimulate innovation capabilities in the form of a network within the regions instead of concentrating these capabilities in the central area Linz. Description FAZAT was established 1989 as a joint initiative at federal, Länder and regional level. It will be enlarged significantly with Objective 2 support. Besides the enlargement of the FAZAT, the creation and expansion of a research institute for production technologies (profactor) and the development and implementation of a regional information System is supported by the Objective 2 programme Upper Austria. All these activities are integrated in FAZAT. This enables FAZAT to concentrate on five domains: applied research and engineering, education and training (technical college), regional development and marketing for business site Steyr, telematics, incubator for new technology-based companies. The different fields are implemented by independent organisations. Key message(s) Why is FAZAT a good practice example? • Through the enlargement FAZAT reached a critical mass, which enabled FAZAT to raise its impact from a

local to a regional level and even beyond the regional level. • The organisations integrated in FAZAT (training and education, a technical college, research institutes,

companies) have high potential for synergies, which in fact can be observed by numerous joint-projects at national and international level.

• The enlargement enabled FAZAT and its organisations to launch ambitious transfer projects, to participate in Community Initiatives and in the Framework Programme. The research institute Profactor gave a push to the local industry by supporting the design of R&D project applications at national and international level.

• FAZAT builds on a broad partnership at federal, Länder and local level and a can rely on a very strong integration in the regional development system.

• Last but not least, FAZAT contributes considerably to an architectural improvement of the city of Steyr as an old manufacturing building is converted to a modern service centre.


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A-6: TELEREGION

Country United Kingdom Objective 2 area East London & Lee Valley A-6: ELLV TeleRegion Ltd. Context The ELLV TeleRegion project qualified for ERDF Objective 2 funding as one of a range of projects to support the economic regeneration of an area of industrial decline in East London known as the Lee Valley. The project was supported by a partnership consisting of 6 local authorities, 4 Universities, 6 Further Education Colleges, representatives of the community and voluntary sector and a number of private companies. The overall aim of the project was to demonstrate the value of high capacity digital networks in support of the regeneration of the region by SMEs through the use of telematics. Description The TeleRegion project was initiated in 1995 and became formally active in December 1996 when the funding agreement was signed between Middlesex University and GOL. The initial steps involved the establishment of a high bandwidth broadband network as a regional backbone, and an agreement was signed with Cable London in April 1997 for the provision of an ATM network operating at 34 megabits per second over fibre optic cable. The nodes would be based in the premises of partners and would act as foci for local communications with SMEs. The first nodes were based at the London Boroughs of Newham and Enfield, London Guildhall University’s Metro New Media Centre and a joint node run by Middlesex University and the College of North East London at the Lee Valley Technopark. These nodes represent the backbone of the network to which other providers of network services can be connected via fixed links in a variety of ways. Network users such as SMEs are expected to connect principally via dial-up using ISDN or telephone services provided by telecom providers. A high capacity link to the Internet has been provided into the Lee Valley Centre node. This basic infrastructure is now nearly complete. To ensure the project meets the targets laid down by GOL in granting ERDF support, the Teleregion company has now embarked upon a marketing strategy with the node partners to attract use by SMEs. This includes a ‘free offer’ to the first 400 qualifying SMEs in the Objective 2 region to apply - giving them free on-site installation, one years free connection to the Teleregion network and to the Internet, e-mail addresses, a web-site and a £200 voucher redeemable on hardware or software provided by partners. It is too early to adjudge the success of these efforts. There is also a recognition of a need to improve the range and quality of the services that are available over the network for SMEs. Proposed products include business databases, premises databases, electronic yellow pages, a register of local vacancies and employment opportunities etc. Substantial work is still needed to bring these to the market. ERDF funding under the 1997-99 Programme has been approved to continue the development of the infrastructure to provide a regional communication network, to support the access to open learning initiatives and to provide central services and groupware to SMEs and supply chains. Key message(s) The Teleregion has enormous potential to benefit the region by providing a shared resource for the provision of services which are not restricted by local boundaries and which can enable agencies to work more effectively together. As acknowledged by the current phase of development though, success will ultimately rest on the delivery of relevant and appropriate services to an SME client base, not simply on the delivery of an infrastructure and enhanced technological capacity.


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B-1: NORCOM - A CLUSTER OF INDUSTRIES Country Denmark Objective 2 area North Jutland B-1: NorCOM - A Cluster of Industries Context The Department of Telecommunication at Aalborg University has a strong research base in the field of mobile communication. Moreover, during recent years, the mobile communication industry in North Jutland has achieved a relatively strong position - with the largest firms being Dancall and EuroCom Industries employing 1400 and 570 respectively. In 1997, with support from the 1997-1999 Objective 2 programme, a regular Cluster of Industries was created consisting of 20 private mobile communication firms, Aalborg University and the attached NOVI Science Park. This represented a new type of sectoral RTDI initiative not seen before in North Jutland. The cluster is called NorCOM. Description The purpose of NorCOM is to develop new knowledge (basic research) of transmission and reception conditions for the future mobile communication, to prepare and process this knowledge/research for user-oriented purposes, and ultimately to create new marketable products. Thus, the new aspect in this initiative is the parallel running of basic research at the university, knowledge transfer and user-oriented R&D in the private firms. Continuous exchange and adjustment to research aspects is secured during 4 scheduled meetings a year where all cluster members participate. The effects of NorCom so far have been: increased international and national visibility (e.g. a well-developed homepage), knowledge transfer during meetings at the informative level, derived knowledge and co-operation projects, placement of new firms and activities in North Jutland. In general, NorCOM has become one of the most visible Clusters of Industries in Denmark Key message(s) The parallel running of basic research, knowledge transfer and user-oriented R&D seems a promising approach. If co-operation and mutual adjustment runs well, the approach will shorten considerably the distance from basic research to commercialisation. The foundation of clusters is a good tool to make SMEs more visible. This is especially important for SMEs in business areas that are dominated by large enterprises. Conditions of transferability In principal, a Cluster of Industries like NorCOM could be established in other EU Objective 2 regions provided that the region has a strong industrial environment and provided that the region holds an institute of research with relevant research and training. Funding The funding of NorCOM is as follows: (1) The basic research activities at the University are financed by the Danish Research Councils, (2) User-oriented R&D activities at firm level are supported under the Objective 2 programme. Since the size of SF-funding depends on the number of single R&D activities being initiated, no figure for total planned SF-funding is drawn up. Contact person Mr Jørgen Basballe, Secretary of NorCOM, NOVI Science Park (e-mail: [email protected])


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B-2: COMBINATION OF RTDI INFRASTRUCTURE AND INDIVIDUAL SUPPORT OF FIRMS

Country Germany Objective 2 area NRW B-2: Combination of RTDI infrastructure and individual support of firms Context The current example describes the positive effects of a combination of infrastructure, indirect support (i.e. the presence of a technology centre) and an additional direct firm aid for an R&D project. Description The final beneficiary, the Cylex GmbH, which initially operated as an Internet provider, started up in 1996 in a region outside, but attached to the Objective 2 area. Due to the opportunities which were provided by the Technology Centre in Gladbeck (Objective 2 region) which is located very closely to its former premises, the firm decided to move into the Objective 2 region. For about 18 months the young business is using the infrastructure and the services provided by the centre for its own benefit. Amongst others due to the support of the Technology Centre, the development of the firm could be accelerated so that the start-up employs to date 16 employees. In addition to that primarily indirect support via the installed technology infrastructure, the company received direct financial aid from the Media Initiative (TPW programme), which is partly co-financed by Objective 2 resources, for an R&D project. Cylex was informed about the funding opportunities through the PR activities of the agency which runs the Media initiative on behalf of the ministry. In addition to that, a partner firm also informed about the support opportunities and facilitated the contact to the media initiative. The funded project dealt with the development and the implementation of an electronic commerce system. The development work has successfully been finished. To date the marketing of the product is in the focus of the firm's activities. The first market reactions are promising. Cylex expects to double the number of employees within the next 12 months, should the product launch be a success. Key message(s) RTDI infrastructure and direct aids for firms can fertilise each other leading to successful results. • Good promotion of programmes either via PR activities or via informal networking is a pre-condition for

identifying appropriate projects. • In addition to the fruitful results at company level a significant effect on the economic structure at micro-

regional level can be expected. It is at least clear, that without the existence of the Technology Centre the firm would not have moved into the Objective 2 region.


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B-3: NEW FINANCIAL INSTRUM ENTS FOR INNOVATION Country Italy Objective 2 area Piemonte B-3: New financial instruments for innovation - revolving loan fund Context: Grant based aid procedures in Italy suffer from both complex administrative procedures and the « ex-post » nature of the funding (due to « anti-Mafia » laws). In addition, the commercial market for capital and credit remains relatively under-developed and operates on a traditional « risk-averse » basis. As a result, the Regional Government of Piemonte mandated its operational arm FinPiemonte (a limited company free from the administrative regulations applicable to the regional administration) to develop and deliver in co-operation with local commercial banks a revolving loan fund. Description: During the 1994-96 period, the ERDF support was used to constitute a special fund for reimbursable advances or “revolving loan fund” (“Fondo Rotativo”) by FinPiemonte. The fund supports investment projects of industrial and service sector SMEs located in the Objective 2 zones through the soft financing of the purchase of innovative machinery and equipment. The advance on the investment project can cover up to 100% of the investment (up to a maximum of 2 billion LIT) with 50% provided by the Fund (ERDF/public contribution) at zero interest and 50% by a regional credit institution at market interest rates. FinPiemonte has signed a 6 agreements with 33 banks (effectively the entire regional banking system) to disburse the loan fund. From September 1996 to September 1998, 774 requests were received of which 595 were approved, on average 90 days after submission. The pay-back period of 36 or 48 months allows rotation of 4 billion LIT every three months. Demand by firms for support has been greater than available funds and a second injection of ERDF funds into the loan fund has been made during the 1997-99 programming period. It would appear that relatively smaller firms have been the main “clients” of the fund which is a significant achievement in the context of the regional credit market. Key message(s): The revolving loan fund developed in Piemonte illustrates that even in the absence of a commercial banking culture favourable to « innovation » projects, mixed private-public schemes can achieve significant leverage in terms of funding raised. The association of representatives of technical, financial and regional authorities in selecting projects facilitates a broader understanding of the innovative projects of firms. At the same time, there appears to be scope to further enhance the innovative content of the loan scheme through a wider eligibility of types of equipment and services; and by strengthening links to training schemes designed to facilitate the integration of new technologies in the recipient firms. Transferability: In term of transferability of this type of scheme to other region, the representative of FinPiemonte expressed some scepticism on the basis of past experience when a loan scheme developed in Piemonte and funded by the ECSC/EIB was transferred to Liguria. The scheme reportedly failed there due to differing industrial and banking structures (e.g. lack of medium-sized industrial companies in regional economy, etc.).


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B-4: PRODUCT INNOVATION

Country The Netherlands Objective 2 area Twente B-4: Product innovation in Twente Context Twente, an industrial region in the east of The Netherlands, has shown a great eagerness to develop and improve its programmes over the years. At the start of the 1994-96 programme some experience was gained with inter-firm collaboration. Programme management recognised the high potential of these activities as a tool to promote innovation. Through a learning-by-doing approach a methodology to support collaboration has further been developed. Description Twente developed an approach to stimulate inter-firm collaboration through a process of trial and error. On a small scale, projects were initiated for 2 to 4 companies that together would undertake product development. Careful selection of companies to ensure complementary competencies and clear agreements on incomes and expenses proved to be important factors for success. These small-scale projects have been closely monitored and improvements were made. Projects include the stimulation of product innovations in the field of mechatronics and medical technology as well as the collaboration between suppliers and main contractors. Overtime these projects have been expanded to complex and comprehensive networks in which also knowledge institutes and intermediaries are participating. This process benefited substantially from the involvement of businesses associations, intermediaries and programme management that were involved through meetings and workshops. The projects have had an important example function for other companies and intermediaries and has contributed to a general positive attitude towards strategic co-operation. Key message(s) Innovative projects can be tested on a small scale with the aim to develop a methodology which could be implemented on a larger scale. The learning approach and the involvement of regional businesses and other stakeholders is crucial in this process to also reach a wider impact than only the participating companies and organisations. Additional information: Initiatives like these are used for the promotion of Twente as an innovative region to attract high-tech companies to move to the region.


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B-5: RTDI MEASURES AND REGIONA L COMPETITIVENESS : THE PFAU PROGRAMME

Country Germany Objective 2 area Bremen B-5: The effects of the PFAU programme Context PFAU is the abbreviation for "Programm zur Förderung der Anwendung von Umwelttechnologien" and supports the development of environmental technologies in companies in Bremen and Bremerhaven. It is financed both by the WAP ecology fund and Objective 2. Description PFAU is a programme which has been running for one decade now. Besides the general objectives of WAP PFAU has the intention to support the orientation of Bremen's companies towards the future relevant environmental market, non-polluting products and procedures as well as structural change in the direction of an ecologically beneficial economical development. It supports pilot projects, joint research projects, market development and consulting services with regard to environmental technologies. More than 350 projects have been carried out from 1989 on. Several evaluations of the PFAU programme have shown the effect of a PFAU project for the participating company. 42% of the companies have developed a marketable product, 28% have acquired know-how for marketable products and 30% basic know how for further developments. More than 90% of the companies totally or partially kept the R&D personnel who worked in the project. Projects have contributed to the development of R&D and innovation capacities and jobs as well as to the companies' turnover and growth. New partnerships could be established between research institutions and private companies. An investment programme supports the establishment of demonstration sites. In order to increase the market success for PFAU projects, more emphasis will be put on the integration of market and customer aspects before the start of the project and on the accompaniment of the implementation. Key message(s) Company orientated RTDI funding strengthens the innovation capacity and motivation for new developments. For most of the companies, it has positive effects on job creation and stabilises or improves the company's market position. Evaluations can be the basis for adjustments in order to raise the programme's success.


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C-1: TECHNIFUTUR Country Belgium Objective 2 area Liège C.1 Public-private training partnerships in new technologies - the case of

Technifutur Context: In 1989, a training institute, the IFP (Institut de formation et de perfectionnement pour ouvrier des fabrications métaliques des provinces de Liège et du Luxembourg), was created on the joint initiative of trade unions and employers with the aim of developing training programme for the metal industry. The underlying logic was to avoid the dispersion of financial means by combining available resource in a single high level and performing centre. Description: From an early stage, other partners joined the association created, notably the University of Liège (ULg) and the largest company in the zone Cockerill Sambre (CMI). A series of studies were carried out in order to determine the choice in terms of specific high-technology machinery and equipment required. In December 1991, Technifutur was created as a specialised training centre in production engineering; it was housed within the ULg, in order to provide a unique facility offering short hands-on training modules on sophisticated equipment not found in existing training institutes. In addition to training, the centre provides support to firms in the diffusion of technique (sensitisation, demonstration, advice and back-up expertise). Since its creation, Technifutur has developed numerous links with the technical schools and, university departments of the zone. In addition, the initiative rapidly gained in notoriety particularly within the firms, due in part to its staff being essentially specialist with previous business experience, in the sector and the dynamic created incited CMI to open its school of welding to other firms in the zone. Previous to this initiative, the regional training agency FOREM (Office communautaire et régional de la formation professionnelle et de l’emploi) and the IFP had developed independently training programmes on similar fields and skills. In 1995, the FOREM entered into a partnership with IFP for the management and delivery of training in the field of assembly techniques. In particular, on the basis of the success of "Technifutur-productique" and using the same format, the partnership decided to create a second centre "Technifutur-Assemblage", a skills diffusion and training centre in the field of assembly and joining ("collage") techniques. Once again the co-operation was formalised in the form of an non-profit association bringing together a series of resources and competencies. It should be underlined that for the FOREM, the creation of this type of formalised partnership was a first throughout Wallonia. Building on this successful model of co-operation, a third centre "Technifutur-Electricité et Electronique" will open in the near future and other centres have been created outside of the Objective 2 zone (notably Technofutur 3 in the Objective 1 zone in the Province of Hainaut). The various training associations have also established co-operation with research centres of the Région: CRIF in the domain of adhesives, the research centre of CMI in the field of lasers, CEWAC in the field of non-destructive testing, etc. Indeed Technifutur-Assemblage was intentionally housed in a new premises opposite the CRIF (the collective research centre of the metal industries association) in the new Science Park of Sart-Tilman. The centre has also benefited from the sponsorship of a multinational computer company which provided around 40 personal computers. As the director of the centre emphasised "it is easier for a centre such as Technifutur with close links to industry to receive 40 computers from a private sponsor than for a technical college to receive a single computer". Key message(s): Technifutur is a centre of technological diffusion created by a broad range of partners (trade unions, employers associations, university and private companies) which has benefited from an important and continual support from the Objective 2 programme through several projects (both from the ERDF through funding of equipment, and the ESF for supporting staff and training costs) over the course of the three programming periods. Technifutur is an excellent example of the way in which a co-operative approach can create a critical mass of resources and competencies attuned to the needs of business and hence able to deliver a more effective service to industrial firms.


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C-2: CORTECHS Country France Objective 2 area All areas. C.2 CORTECHS Context A key weakness of many firms in terms of innovation is the availability of specialised human resources. In most Member States schemes have been developed providing support for young graduates or technicians to work in companies with a view to supporting a technological development project. France is no exception and the CORTECHS schemes has been conceived around a number of objectives : • Reinforce human resources and “grey matter” in firms; • Facilitate professional insertion of young graduates; • Complement the training of technicians with a more practical experience; • Support the development of innovative projects in firms; • Stimu late appetite for external resources within SMEs. Although the procedure are of national scope, some adaptations are possible in the implementation at regional level notably with respect to the The nature and role of the institution in charge of managing the scheme; the type of training delivered to the CORTECHS technicians; the follow-up of the real support given by the competence centre to the firm, etc. Description The CORTECHS convention associates an SME, a young technician (max 30 years, level of education bac +3) and a competence centre around an innovative project. The scheme, under the responsibility of ANVAR, provides for a subsidy (70 MFF) to a company that hires a researcher for a period of one year, in order to conduct a technological development project in the enterprise, with the support of a competence centre that ensures the scientific and technical support to the project. The competence centre might be a technical lyceum, an engineering school, a research laboratory or a technology transfer centre. It receives a subsidy of 14 MFF. The technician receives a training during the subsidised period. In Nord-Pas de Calais, the rate of technicians staying on in enterprises after the subsidy period is as high as 75%. It seems thus that the CORTECHS scheme might have a lasting and structuring effect on the human potential of the firm, but the scheme does not focus on innovation, rather on technological capacities of the firm. At national level, an evaluation of CORTECHS has been conducted with a main question around the job creation impact of the scheme. The results showed that one CORTECHS supported is responsible for the creation of 4 direct or indirect jobs. Key message(s) This procedure is promising since it targets two key aspects of the innovation process in SMEs , where main barriers are often found to lie in innovation enquiries : the availability of adequate resources internally and the capacity of engage with external relations to improve the knowledge level of the firm. On the positive side, the procedure is of easy access to SMEs , contrary to many other schemes such as CIFRE, targeting personnel of a higher (inaccessible) level, and focusing on research. It also has a potential for stimulating their necessary openness to external sources of knowledge through a more natural channel than technology transfer projects or shared R&D projects, since it focuses on human resources internal to the firm. The risk for a company to engage in such a scheme is rather low. The main criticism that can be addressed to this procedure relates to its relevance with SMEs needs : its technological character precludes the acceptation of projects of an innovative nature but with a limited technological content (for example projects targeting the organisation of the firm, management procedures or software’s, or the commercialisation of the innovative product, or questions related to design ).


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C-3 : TEACHING COMPANY SCHEME (TCS) Country United Kingdom Objective 2 area All areas. C.3 Teaching Company Schemes Context Universities represent an important yet often under-utilised source of expertise and knowledge which can contribute in significant ways to regional industrial and economic development. However, such collaboration can face a number of barriers such as differing cultures, decision-making, language, values and incentive systems. In the UK, one of the oldest linking mechanisms is the Teaching Company Scheme (TCS) which is often quoted within reports as an example of best practice in transferring expertise from academia to industry. Description TCS was established in 1975 as a pilot project by DTI and a national research funding body (SRC) to promote the transfer of expertise from academia to industry and the training of graduates for careers in industry. Pilots were then extended to 46 programmes by 1981, 145 in 1984, 360 in 1991 and 661 by 1998. Changes have been made to the scheme over the years to increase its attractiveness to industry, but TCS has continued to strengthen the competitiveness and wealth creation of the UK by the stimulation of innovation in industry through collaborative partnerships between the science, engineering and technology base (SET) and industry: • to facilitate the transfer of technology and the spread of technical and management skills and encourage

industrial investment in training, research and development; • to provide industry-based training, supervised jointly by personnel in the SET base; • to enhance the levels of research and training in the SET base that is relevant to business by stimulating

collaborative research and development projects and forging lasting partnerships between the SET base and business.

The TCS programmes are overwhelmingly concentrated on engineering activities although new programmes were introduced in targeted industries such as chemicals, pharmaceuticals, food processing, materials science, information technology and environmental improvement. Individual TCS project objectives can include : • concept development, planning and implementation of new manufacturing processes and plant; • improvement in utilisation, efficiency and performance of plant and manufacturing systems; • development and application of management systems; • introduction of new products, including market appreciation and design for production. Individual TCS Programme funding was originally split on a 50/50 basis between the DTI and the other sponsor, but since 1993 this arrangement has been abandoned in favour of a more flexible distribution. TCS Programmes attract differing grant rates depending on the size of company and previous participation. For example an SME will normally attract a grant of 60% of costs for a first Programme and 40% for a second. This contributes towards the graduates salary and costs, academic and industrial support, HEI overheads, etc. There has been a growing participation by SMEs during the 1990s since 1994/95 when nineteen TCS Centres for Small Firms were established in academic institutions throughout UK in an attempt to overcome barriers to SME participation. The main role of the Centres is to complement existing TCS infrastructure at the regional level, and were funded in the first instance by the DTI in the form of one-off grants. Key message(s) Implicit in the structure and operation of the TCS is the notion that the introduction of a graduate into the company environment with the support of academic and industrial supervision can help to transfer knowledge and overcome traditional barriers associated with the academia-industry interface. It also embodies the idea that collective monitoring is an important factor in determining progress. The Quinquennial Review in 1996 calculated that each £1million of TCS support produced a net cumulative impact of 58 jobs, £3.6 million value added, £3 million of exports, £13.3 million of turnover, £15 million of capital expenditure and £0.2 million of R&D expenditure. http://www.tcd.co.uk


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D-1: URBAN REGENERATION AND ENVIRONMENTAL TECH NOLOGY Country Italy Objective 2 area Torino D-1: Urban regeneration and the environment - Environment Park

Torino Context: Due to the important concentration of industrial activities in the Turin area, the market for environmental technologies and services has being growing in recent years with a relatively important increase in the number of smaller companies allied to an existing public and academic research capacity in the field. Industrial decline in certain sectors has also left some 5 million m2 of land in the Commune of Turin requiring reclamation. Description: Within the walls of a former steelworks and in the heart of the oldest industrial zone of Turin, a consortium of public and private partners have conceived a major urban regeneration project (including a new parkland, commercial and residential buildings) around the concept of an environmental technologies park. When completed, Environment Park Turin will be situated in a totally reclaimed zone linked by rail and road to the city centre, airport and major transportation routes. The aim of the Park is to stimulate the growth of new technology based firms in the environmental products and services sector to serve a growing regional and European market. Companies located in the Park will undertake pre-production research, development, consulting and service provision in the environmental sector. The Park will also encourage spin-off activities from the national research centre (CNR) and academic laboratories associated to the Park. The laboratories to be situated in the Park are not simply transfers of existing activities but new research projects developed in co-operation with companies. Many of the small firms already hosted by the park have been involved in this development phase (such as “green” architects, land reclamation experts, etc.) and the Park has succeeded in attracting some 20 environmental related companies to the Park during the construction phase by renovating the former administrative block of the steelworks as an initial « incubator ». Key message: The need to mobilise environmental technologies to sustain and drive urban development is becoming increasingly acute. With a view to future Objective 2 zones, the Environment Park Torino initiative provides a number of key lessons as to how to stimulate small firm growth in the sector, showcase technologies and foster environmental research-industry links. Through the Environment Park development, the Turin authorities and the partnership will have provided the city at the beginning of the next millennium with both a new economic development pole and an attractive urban park connected to the heart of the town. . Transferability: While it would be neither feasible nor effective to transfer the exact model of the creation of a Technology Park to other urban zones, the development of the initiative in Turin illustrates the importance of a strong partnership between city authorities, environmental agencies, knowledge providers and small firms in stimulating new technology based growth in this field. The Turin partnership has led to the concerted application of advanced environmental technologies not only in the clean up phase but also in the design and construction of new buildings and urban landscapes (the roofs of all the buildings are grass covered); and finally in the operational activities of the Park through the promotion of new technology based firms.


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D-2: CEVPM – SUPPORTING THE RECONVERSION OF THE FISHI NG SECTOR Country France Objective 2 area Nord-Pas de Calais (all zones but

concentrated in Boulogne) Title of boxed example CEVPM - Centre de Valorisation des Produits de la Mer Context Beyond “valorisation of research”, and in response to some disappointing results from this strategy, the majority of French regions are currently designing and implementing innovation or technology support structures with the following broad aim in mind : increasing the diffusion of technology and the degree of innovation in the productive sector. This case study illustrates strengths and weaknesses from one among those experiments. Description Origin and institutional position : CEVPM has been created in 1986 by the Regional Authorities and the State, wishing to impulse a dynamic in this sector of priority for regional development. The Board is chaired by an industrialist and the vice-chairmen are representatives of the State and the Region. Mission : Technical support to enterprises for new product developments and process optimisation, and for quality control and compliance with norms. Also support for enterprise creation (growing importance). Scope : sectorial (fishing and seafood processing industries) and regional (concentrated in a subregion, Boulogne), but growing openness to the outside (now only 45% of services sold in the region). Size : 11.5 persons. Human resources : 6 Engineers, and 6 technicians and administrative personnel. Take students in placements. Financing : Mixed financing (60% private – 40 % public) : public funds come from the Region, the State and Europe (Objective 2). CEVPM’s annual growth of resources amount to some 20% every year since 1994. Link with industry : permanent through services provision. The Chairman of the Board is an industrialist. Evaluation : a very useful evaluation has been carried out by a regional consultant, which led to re-orientation of activities towards reinforcing the research side. Activities : Privately-funded : • Applied R&D on products and process (45%) and Technical services (analyses – 45%, advises and training

10%) to individual enterprises (also large retailers for analyses) • Production of pre-series • Market analyses for new products Publicly-funded : • Collective research work for the fishing sector, when there is no solvable demand • Diffusion of technical “fiches” on concrete questions (now stopped due to lack of resources) • Enterprise prospection in the region in the framework of the RDT • Involvement in courses at university. Key message(s) Strengths : • Client-need approach and well-adapted services (witness growth of financial turnover); support from R&D

towards pre-industrialisation and market studies • Quantitative impact on enterprise creation, soft impact on upgrading of existing enterprises • Good visibility in the sector • Good size of staff for regional activities • Linked with the training system • Evaluation-minded • Viability of the organisation. Weaknesses : • Support more or less limited towards technical services • Few technological or strategic watch activities, bad links with pure research institutions, risk of lack of

resourcing for staff and downgrading to low tech services • Reactive activities more developed than pro-active (visits, technical fiches) • Few collaborations outside of the sector • Under-critical size for activities of national or international scope.


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ANNEX B: SELECTED RTDI INDICATORS ACROSS THE OBJECTIVE 2 REGIONS

Member State BERD as % of

GDP GOVERD as % of

GDP TERD as % of

GDP HRD in % of lab. Force

Relevant NUTS 1 Region

Relevant Objective 2 area, NUTS 2 (objective 2 region)

1989 1994 1989 1994 1989 1994 1989 1994

Austria 0,82 *0,85 0,10 *0,13 1,39 *1,52 East Austria 0,91 *1,03 0,16 *0,20 1,66 *1,85

Lower Austria 0,47 *0,37 0,05 *0,05 0,53 *0,42 South Austria 0,81 *0,67 0,08 *0,08 1,40 *1,37

Styra 1,06 *0,89 0,08 *0,09 1,83 *1,82 West Austria 0,70 *0,63 0,05 *0,06 1,03 *1,01

Upper Austria 0,90 *0,77 0,04 *0,04 1,05 *0,96 Voralberg 0,63 *0,67 0,04 *0,05 0,67 *0,72

Belgium 1,13 1,05 0,10 0,06 1,69 1,58 1,40 1,21 Vlaams Gewest 1,11 1,21 0,05 1,67 1,20

Antwerpen (Turnhout)

Limburg Wallonia 0,88 0,92 0,03 1,39 0,89

Liège Luxembourg B. (Aubange)

Denmark 0,85 *1,05 0,30 *0,32 1,55 *1,79 1,49 *1,53 Denmark

Storstroms Amtsk. 0,06 *0,05 (Lolland) Nordjylland 0,30 *0,31 0,04 *0,03 0,69 *0,68

France 1,41 1,47 **0,55 0,49 **2,41 2,38 1,59 1,45 Bassin Parisien 0,66 0,82 **0,07 0,06 **0.87 0,92 0,54

Champagne Ardenne 0,23 0,35 **0,01 0,01 **0,30 0,37 0,28 Picardie 0,89 0,83 **0,02 0,03 **0,91 0,87 0,54 Haute Normandie 1,13 1,18 **0,02 0,02 **1,23 1,22 0,58 Centre 0,60 1,07 **0,15 0,16 **1,13 1,29 0,73 Basse Normandie 0,31 0,42 **0,10 0,03 **0,53 0,54 0,42 Bourgogne 0,66 0,79 **0,09 0,08 **0,84 0,91 0,50

Nord-Pas-de-Calais 0,32 0,38 **0,03 0,05 **0,45 0,48 0,31 Nord-Pas-de-Calais 0,32 0,38 **0,03 0,05 **0,45 0,48 0,31

Est 0,67 0,86 **0,07 0,07 **1,08 1,10 0,63 Lorraine 0,44 0,51 **0,09 0,09 **0,71 0,75 0,47 Alsace 0,52 0,71 *0,07 0,07 **0,99 1,08 0,72 Franche-Comté 1,37 1,79 **0,02 0,01 **1,93 1,83 0,80

Ouest 0,49 0,78 **0,28 0,17 **0,88 1,00 0,50 Pays de la Loire 0,50 0,63 **0,11 0,12 **0,69 0,78 0,41 Bretagne 0,54 1,14 **0,57 0,28 **1,27 1,49 0,67 Poitou Charentes 0,38 0,44 **0,08 0,08 **0,57 0,58 0,37

Sud-Ouest 1,39 1,33 **0,41 0,48 **2,09 1,94 0,84 Aquitaine 1,27 1,11 **0,09 0,09 **1,50 1,30 0,60 Midi Pyrénées 1,79 1,85 **0,89 1,08 **3,23 3,14 1,25

Centre Est 1,43 1,56 **0,30 0,29 **1,86 2,07 1,01 Rhone-Alpes 1,37 1,65 **0,32 0,31 **1,91 2,21 1,03 Auvergne 1,75 1,13 **0,19 0,21 **1,61 1,37 0,92

Méditerranée 1,00 0,95 **0,57 0,49 **1,76 1,61 0,83 Languedoc-Roussillon

0,46 0,44 **0,94 0,62 **1,59 1,29 0,67

Prov.-Alpes-Cote d´Azur

1,27 1,21 **0,44 0,44 **1,91 1,82 0,94


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GDP GOVERD as % of

GDP TERD as % of


relevant NUTS 1 Region


1989 1994 1989 1994 1989 1994 1989 1994

Germany 2,07 *1,62 0,38 0,35 2,87 *2,42 1,88 *1,57 Bavaria 3,04 *2,24 0,25 *2,85 2,11

(Bavaria) 3,04 *2,24 0,25 *2,85 2,11 Berlin 1,92 *1,58 1,09 *3,84 2,63

(Berlin) 1,92 *1,58 1,09 *3,84 2,63 Bremen 2,30 *1,67 0,49 *2,58 1,98

(Bremen) 2,30 *1,67 0,49 *2,58 1,98 Hesse 2,13 *1,68 0,14 *2,14 2,11

(Hesse) 2,13 *1,68 0,14 *2,14 2,11 Lower Saxony 1,24 *0,94 0,35 *1,69 1,34

(Lower Saxony) 1,24 *0,94 0,35 *1,69 1,34 North Rhine Westph. 1,57 *1,24 0,28 *1,91 1,50

(North Rhine Westph.)

1,57 *1,24 0,28 *1,91 1,50

Rhineland Palatinate 2,23 *1,47 0,11 *1,96 1,50 (Rhineland Palatinate)

2,23 *1,47 0,11 *1,96 1,50

Saar 0,30 *0,26 0,16 *0,96 0,85 (Saar) 0,30 *0,26 0,16 *0,96 0,85

Schleswig Holstein 0,84 *0,57 0,31 *1,30 1,01 (Schleswig Holstein) 0,84 *0,57 0,31 *1,30 1,01

Italy 0,73 0,56 0,27 0,23 1,24 1,06 0,76 0,81 Nord Ovest 1,31 0,16 1,67 1,13

Piemonte 1,66 0,11 1,95 1,18 Valle d´Aosta 0,08 0,02 0,09 0,09 Liguria 0,52 0,29 1,11 1,13

Lombardia 0,95 0,14 1,26 1,02 Lombardia 0,95 0,14 1,26 1,02

Nord Est 0,31 0,11 0,64 0,52 Veneto 0,27 0,09 0,56 0,47 Friuli-Venezia Giulia 0,58 0,15 1,11 0,85

Emilia Romagna 0,42 0,18 0,92 0,85 Emilia Romagna 0,42 0,18 0,92 0,85

Centro (I) 0,26 0,16 0,79 0,72 Toscana 0,34 0,21 0,95 0,83 Umbria 0,14 0,08 0,66 0,82 Marche 0,12 0,06 0,42 0,40

Lazio 0,58 1,00 1,91 1,65 Lazio 0,58 1,00 1,91 1,65

Luxembourg Luxembourg

(Esch sur Alz; Capellen)

Netherlands 1,25 1,05 0,37 0,38 2,11 2,04 1,35 1,48 Noord Nederland

Groningen (Groningen-Drenthe)

Oost Nederland Overijssel (Twente) Gelderland (Arnhem/Nijmegen)

Zuid Nederland Noord Brabant (Zuidoost-Brabant) Limburg (Zuid Limburg)


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GDP GOVERD as % of

GDP TERD as % of




1989 1994 1989 1994 1989 1994 1989 1994

Spain 0,42 0,40 0,17 0,18 0,75 0,85 0,68 0,73 Noreste 0,56 0,54 0,06 0,06 0,73 0,83 0,67 0,74

Pais Vasco 0,83 0,79 0,02 0,02 0,99 1,03 0,85 0,77 Navarra 0,38 0,43 0,07 0,03 0,45 0,75 0,34 1,14 Rioja 0,13 0,15 0,03 0,05 0,16 0,27 0,11 0,24 Aragon 0,23 0,23 0,12 0,15 0,51 0,62 0,61 0,63

Madrid 1,20 1,00 0,69 0,66 2,10 1,96 1,92 1,87 Madrid 1,20 1,00 0,69 0,66 2,10 1,96 1,92 1,87

Este 0,36 0,37 0,07 0,08 0,56 0,73 0,51 0,60 Cataluna 0,51 0,54 0,08 0,10 0,71 0,89 0,67 0,72 Baleares 0,02 0,01 0,04 0,03 0,10 0,13 0,13 0,13

Suomi Finland 1,13 1,46 0,34 0,44 1,83 2,34 Manner Suomi

Ahvenanm./aland Sweden 1,93 *2,31 0,11 *0,14 2,94 *3,20

Östra Mellansver. Sydsverige

Västsverige Norra Mellansverige

Mellersta Norrl. Övre Norrland

United Kingdom 1,49 1,38 0,30 0,31 2,16 2,10 1,28 *1,28

North 0,91 0,08 1,27 *0,60 Cleveland, Durham (North East) Northumb.Tyne &Wear

(North East) Cumbria (W. Cumbr. & Furness)

Yorksh. & Humbers. 0,50 0,09 0,98 *0,68 (Yorkshire & Humbers.)

0,50 0,09 0,98 *0,68

East Midlands 1,35 0,14 1,80 *1,17 (East Midlands) 1,35 0,14 1,80 *1,17

South East 1,87 0,44 2,74 *1,77 Greater London (East Lond. & Lee Valey)

(Thanet) South West 1,45 0,46 2,14 *0,97

Cornwall, Devon (Plymouth)

West Midlands 1,10 0,28 1,64 *1,10 (West Midlands) 1,10 0,28 1,64 *1,10

North West 1,83 0,11 2,27 *0,98 # Greater Manchester # Lancashire # Cheshire


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GDP GOVERD as % of

GDP TERD as % of




1989 1994 1989 1994 1989 1994 1989 1994

UK contd. Wales 0,42 0,14 0,93 *0,63

Gwent-Mid-South-W. Gl.

(Industrial South) Scotland 0,54 0,31 1,44 *0,96

Bord.-Centr. Fife Loth

(East. Scotland) (Western Scotland)

* 1993 figures ** 1991 figures Source: EUROSTAT, (1997), Research and development, annual statistics, 1997, table 17B HRD in % of labour force; table 18C BERD as % of GDP; table 19C GOVERD as % of GDP; table 21C all sectors´ R&D expenditures as % of GDP (TERD).

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