summary benchmark of regional innovation performance and...

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SUMMARY BENCHMARK OFREGIONAL INNOVATIONPERFORMANCE AND SWOTLourdes Núñez-Müller

Juan Fernández MontesinosMaría Ogáyar LuqueAlicia Utrilla Remesal

FUNDACIÓN PARQUE TECNOLÓGICO DE SALUD DE GRANADA

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Grant Agreement Number:691473

Project acronym:ACTTiVAte

Project full title:PAn-European Clusters for Technology Transfer and new VAlue chains

Deliverable number: 6.2

Deliverable responsible: Dr. Lourdes Núñez Müller

Workpackage: 6

Editor: Dr. Lourdes Núñez Müller

Dissemination Level*: PU

*Public (PU), Confidential (CO), Classified (CI)

Author(s) – in alphabetical order

Name Organization E-mail

Mr. Juan Fernández Montesinos PTS Granada [email protected]

Dr. Lourdes Núñez-Müller PTS Granada [email protected]

Mrs. María Ogáyar Luque PTS Granada [email protected]

Ms. Alicia Utrilla Remesal PTS Granada [email protected]

Document Revision History

Version Date Modifications Introduced

Modification Reason Modified by

V.1 30/11/2016 New edition Dr. Lourdes Núñez-Müller

V.2

V.3

Abstract

The D.6.2describes the preliminary SWOT and the analysis of the Regional Innovation Capacities and

Regional Entrepreneurship Capacities in terms of people, funding, infrastructure, policy, rewards &

norms and demand.

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Workpackage: 6














V.2

V.3

Abstract



norms and demand.

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Workpackage: 6














V.2

V.3

Abstract



norms and demand.

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TABLE OF CONTENTS

1. Introduction: ................................................................................................................................ 7

2. SWOT Analysis:........................................................................................................................... 122.1. SWOT Analysis- Andalucia .................................................................................................................132.2. SWOT Analysis- Comunidad de Madrid ..............................................................................................142.3. SWOT Analysis- Portugal Norte ..........................................................................................................152.4. SWOT Analysis- Ireland......................................................................................................................162.5. SWOT Analysis- Mazowieckie.............................................................................................................172.6. SWOT Analysis- Slaskie ......................................................................................................................182.7. SWOT Analysis- Podkarpackie ............................................................................................................192.8. SWOT Analysis- Eastern Netherlands .................................................................................................202.9. SWOT Analysis- Southern Netherlands ...............................................................................................21

3. Analysis of the regional innovation capacities in terms of people, funding, infrastructure, policy,rewards & norms and demand........................................................................................................ 22

3.1. Innovation Capacities of regions ........................................................................................................223.2. Defining Regional Innovation Capacity ...............................................................................................253.3. Defining Regional Entrepreneurship Capacity .....................................................................................263.4. Assessing Andalucia's Regional Capacity.............................................................................................32

3.4.1. ASSESSING ANDALUCIA’S Regional Innovation Capacity....................................................................... 333.4.2. Assessing Andalucia's Regional Entrepreneurship Capacity:................................................................ 39

3.5. ASSESSING COMUNIDAD de Madrid's Regional Capacity.....................................................................413.5.1 ASSESSING COMUNIDAD de Madrid 's Regional Innovation Capacity ................................................... 413.5.2 ASSESSING COMUNIDAD de Madrid's Regional Entrepreneurship Capacity ......................................... 42

3.6. ASSESSING PORTUGAL Norte's Regional Capacity ...............................................................................443.6.1. ASSESSING PORTUGAL NORTE’S REGIONAL Innovation Capacity ......................................................... 443.6.2. ASSESSING PORTUGAL Norte's Regional Entrepreneurship Capacity ................................................... 46

3.7. ASSESSING IRELAND’S REGIONAL Capacity .........................................................................................483.7.1. ASSESSING IRELAND’S REGIONAL Innovation Capacity ......................................................................... 483.7.2. ASSESSING IRELAND’S REGIONAL Entrepreneurship Capacity .............................................................. 49

3.8. ASSESSING POLAND- Mazowieckie's Regional Capacity.......................................................................513.8.1 ASSESSING POLAND- Mazowieckie's Regional Innovation Capacity ...................................................... 513.8.2. ASSESSING POLAND- Mazowieckie's Regional Entrepreneurship Capacity .......................................... 52

3.9. ASSESSING POLAND- Slaskie's Regional Capacity ................................................................................543.9.1. ASSESSING POLAND- Slaskie's Regional Innovation Capacity ............................................................... 543.9.2. ASSESSING POLAND- Slaskie's Regional Entrepreneurship Capacity .................................................... 56

3.10. ASSESSING POLAND- Podkarpackie's Regional Capacity ....................................................................573.10.1. ASSESSING POLAND- Podkarpackie's Regional Innovation Capacity................................................... 573.10.2. ASSESSING POLAND- Podkarpackie's Regional Entrepreneurship Capacity........................................ 58

3.11. Assessing Eastern Netherlands's Regional Capacity...........................................................................613.11.1. Assessing Eastern Netherlands's Regional Innovation Capacity ......................................................... 613.11.2. ASSESSING EASTERN NETHERLANDS’S REGIONAL Entrepreneurship Capacity .................................. 62

3.12 ASSESSING SOUTHERN NETHERLANDS’S REGIONAL Capacity .............................................................643.12.1. Assessing Southern Netherlands’s Regional Innovation Capacity....................................................... 643.12.2. Assessing Southern Netherlands’s Regional Entrepreneurship Capacity............................................ 66

4. Conclusions ................................................................................................................................ 68ANDALUCIA ES61 .....................................................................................................................................68

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TABLE OF CONTENTS

1. Introduction: ................................................................................................................................ 7














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TABLE OF CONTENTS

1. Introduction: ................................................................................................................................ 7














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Overall Assessment of Andalucia’s Regional Innovation Capacity: ................................................................. 68Overall Assessment of Andalucia’s Regional Entrepreneurial Capacity: ......................................................... 69

COMUNIDAD DE MADRID ES30 ................................................................................................................70Overall Assessment of comunidad de madrid’s Regional Innovation Capacity: ............................................. 70Overall Assessment of comunidad de madrid’s Regional Entrepreneurial Capacity: ..................................... 71

PORTUGAL NORTE PT11 ...........................................................................................................................73Overall Assessment of portugal norte´s Regional Innovation Capacity: ......................................................... 73Overall Assessment of portugal norte’s Regional Entrepreneurial Capacity: ................................................. 74

IRELAND IE..............................................................................................................................................75Overall Assessment of ireland´s Regional Innovation Capacity: ..................................................................... 75Overall Assessment of ireland’s Regional Entrepreneurial Capacity:.............................................................. 77

MAZOWIECKIE PL 12 ................................................................................................................................79Overall Assessment of mazowieckie’s Regional Innovation Capacity: ............................................................ 79Overall Assessment of mazowieckie’s Regional Entrepreneurial Capacity: .................................................... 80

SLASKIE PL22............................................................................................................................................81Overall Assessment of slaskie’s Regional Innovation Capacity: ...................................................................... 81Overall Assessment of slaskie’s Regional Entrepreneurial Capacity: .............................................................. 82

PODKARPACKIE PL32................................................................................................................................83Overall Assessment of PODKARPACKIE’s Regional Innovation Capacity:........................................................ 83Overall Assessment of PODKARPACKIE’s Regional Entrepreneurial Capacity:................................................ 84

EASTERN NETHERLANDS NL2 ....................................................................................................................85Overall Assessment of EASTERN NETHERLANDS’s Regional Innovation Capacity: ......................................... 85Overall Assessment of EASTERN NETHERLANDS’s Regional Entrepreneurial Capacity: ................................. 86

SOUTHERN NETHERLANDS NL4.................................................................................................................87Overall Assessment of SOUTHERN NETHERLANDS’s Regional Innovation Capacity: ...................................... 87Overall Assessment of SOUTHERN NETHERLANDS’s Regional Entrepreneurial Capacity: .............................. 88

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List of abbreviations:

The following abbreviations are used in the document:

D DeliverableEC European CommissioneCap Entrepreneurial CapacityES SpainGIN Global Innovation NetworkGDP Gross Domestic ProductiCap Innovation CapacityICT Information and Communication TechnologyIDEs Innovation-Driven EnterprisesIL IrelandKPI Key Performance IndicatorLSD Large-Scale DemonstratorMITREAP

The MIT Regional Entrepreneurship Acceleration Program (MIT REAP) is acapstone global initiative at MIT designed to help regions accelerate economicgrowth and job creation through innovation-driven entrepreneurship (IDE).Partner regions form multi-disciplinary teams and commit to a two-yearlearning engagement with MIT. During this engagement, teams work withworld-renowned MIT faculty and the broader REAP community through aseries of action-learning activities to build and implement a custom regionalstrategy for enhancing their IDE ecosystems.

NL The NetherlandsPL PolandPT PortugalPTSGranada

Granada Health Technology Park from its initials in Spanish, ParqueTecnológico de la Salud.

RTD Research & Technology DevelopmentRIS Regional Innovation Strategies ProgramRIS3 Smart Specialization Strategies (RIS3 or S3) set priorities at national and

regional level to build competitive advantage by developing and matchingresearch and innovation own strengths with business needs, to address emergingopportunities and market developments in a coherent manner, while avoidingduplication and fragmentation of efforts. They are also a backbone of nationalor regional research and innovation strategic policy frameworks in Europe.

R&D Research and developmentSMEs Small and Medium EnterprisesSWOTanalysis

(Alternatively SWOT matrix) is an acronym for strengths, weaknesses,opportunities, and threats and is a structured planning method that evaluatesthose four elements of a project or business venture.

T TaskWP Work Package

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List of definitions:

The following concepts are used in the document:

AEROSPACE: Technology and industry concerned with both aviation and space flight

AGROFOOD: collectively develop and deliver material inputs to the farming sector, produce primarycommodities, and subsequently handle, process, transport, market and distribute food and other agro-based products to consumers.

Cluster: following the i6 Challenge1, ACTTiVAte defines clusters as geographic concentrations offirms, workers, and industries that do business with each other and have common needs for talent,technology, and infrastructure. Clusters are essentially networks of similar, synergistic, orcomplementary entities that are engaged in or with a particular industry sector; have active channels forbusiness transactions and communication; share specialized infrastructure, labor markets, and services;and leverage the region’s unique competitive strengths to stimulate innovation and create jobs. Clustersmay cross municipal, county, and other jurisdictional boundaries.

Health: broadly defined to include Biotech, Pharmaceuticals, Medical devices, diagnostics, and digitalhealth.

Stakeholders: the individuals, groups and communities that have a vested interest in the outcome of aproject.

1https://www.eda.gov/oie/files/ris/2016-RIS-FAQ.pdf

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1. INTRODUCTION:

Present document corresponds to Deliverable 6.2describes the preliminary SWOT and analysis of theregional innovation capacities in terms of people, funding, infrastructure, policy, rewards & norms anddemand included in WP6 Large-scale demonstrator, validation and impact assessment.

The definition of the specific challenges to be addressed and the RIS3 priorities that has been tackledthrough the activities proposed in ACTTiVAte are described in D.6.1 "Regional specific challenges tobe addressed through ACTTiVAte" and summarized in the following table:

Table 1. Regional specific challenges to be addressed through ACTTiVAte.

Region Name NUT ID Specific challenges to be addressed through ACTTiVAte

Andalucia ES61

To increase IDEs investment in modernization and improvement ofproduction systems (machinery, patents , licenses, …).To increase R&D and technologist human resources in IDEsTo enhance and promote the involvement of IDEs in cluster andsectorial initiatives.Reinforce the internationalization and foreign trade of IDEs throughthe design and execution of instrument packages available for them.To enhance private investment culture in R&D within the IDEs(crowd-funding, business angels,…). Training programs forentrepreneurs to attract private funds.To improve and facilitate the access and security regarding theprotection of intellectual property.

Comunidad de

Madrid

ES30

To help IDEs invest in modernization and improvement ofproduction systems (machinery, patents, licenses…)To enhance and promote the involvement of IDEs in cluster andsectorial initiatives.Reinforce the internationalization and foreign trade of IDEs throughthe design and execution of instrument packages available for them.To enhance private investment culture in R&D within the IDEs.Training programs for entrepreneurs to attract private funds.To reduce the shortage and not satisfactory functioning of theinterface for the transfer of R&D results between universities,research centers and industry, especially for small companies.Promote and support to spin-offs and to new companies oftechnological base.Promulgate IDEs to orientate towards investigative activities andinternationalization.Increase the number of powerful medium companies and companiesmanufacturing high technology.Reduce the presence of bureaucratic, organizational and culturalproblems that impede an effective cooperation between companiesand the public system of R&Ds.Increase the development of innovative products in high-techindustries.Improve participation of companies in European programs.

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1. INTRODUCTION:





Andalucia ES61


Comunidad de

Madrid

ES30


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1. INTRODUCTION:





Andalucia ES61


Comunidad de

Madrid

ES30


8

Augment the number of patents and its exploitation.

Portugal Norte PT11

Increase IDEs investment in developing flexible and adaptiveproduction systems for rapid (re)configurations of local productioncapacities and capabilities, reducing the need of transports, thushaving an impact on the environmental footprint, while, at the sametime, allowing to respond dynamically, in the competitive globaleconomyEnhance, develop and promote the necessary key enablingtechnologies in a collaborative environment with the involvement ofIDEs in cluster and sectorial initiatives stimulating collaborativecross-sectoral and cross-border transactionsIncrease the efficiency of technical and financial support to pro-innovative initiatives in the regionIncrease private investment culture in R&D within the IDEsTraining programs for entrepreneurs to attract private fundsImprove and facilitate the access and security regarding theprotection of intellectual propertyPromote the awareness of the European markets for "new players"and thus the exploitation of this new European based on cross-sectoral and cross-border transactions. Technology transfer betweensectors opens the possibility for players in different sectors tointeract and create new business opportunities reinforcing theinternationalization and foreign trade markets.

Ireland IE

Sustainable Food Production & Processing: research is needed tosupport food sectors highly relevant to Ireland. There has beensubstantial public investment in food research over many years. Theavailability of graduates, postgraduates and researchers withenhanced skillsets is also challenging to deliver on the vision ofIrish government in agro-food area.Medical Devices: the current challenge is increasing R&D ondevice technology, including the integration of electronics and ICTinto medical devices to strengthen and increase Ireland’s activity inthis sector.Processing Technologies & Novel Materials: in order to grow andsustain the Irish based manufacturing industry, Ireland must havethe technological capacity and capabilities required for nextgeneration manufacturing. As an example, advancements inAdditive Manufacturing will require continual and radicalinnovation focused on processing technologies and the utilisation ofnew materials.Innovation in Services & Business Processes: there is a strongrequirement for R&D of innovative Enterprise resource planningtools and platforms to enable both the manufacturing and servicesectors to innovate their service offering, service delivery andbusiness processes

Mazowieckie PL12Increased and strengthened cooperation in innovation andinnovativeness development,Increased internationalization aiming at innovativeness of the

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Portugal Norte PT11


Ireland IE



8


Portugal Norte PT11


Ireland IE



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region.Increased efficiency of support and financial support to pro-innovative initiatives in the region,Shaping and promoting proinnovative and proentrepreneurialattitudes fostering cooperation and creativity,Strengthening of the information society as the key driver ofinnovation.

Slaskie PL22

IDEs from the Silesian Province encounter three basic developmentbarriers:Market and environmental barriers related to problemscaused by the overall economic conditions (economic fluctuations,changes in intensity of competition),Management problems due to the insufficient knowledge and skillsof entrepreneurs and management staff,Financial barriers.The ACTTiVAte project will certainly not fully resolve the aboveproblems but may meet the challenges related to improvingmanagers’ skills (through planned conferences, networking, staffexchanges). Financial support and potential contacts with investorsfrom the EU may also provide the region with anadditional development stimulus.

PodkarpackiePL32

The challenges the aviation sector in the region is facing are:Technology gap – in spite of the recent R&D work and significantinvestment, the Polish aviation industry continues to be based onmature products that are not at the highest level of technicaldevelopment.Low level of cooperation between the industry and the sciencesector Insufficient adaptation of the R&D conducted by R&D Institutes tothe real needs of the industry Insufficient number of highly specialised mid-level technicalmanagement staff and R&D workers due to mismatch betweensecondary technical school and HEI curricula and the needs ofindustry Small number of final products offered by Polish enterprises, whichserve mostly as cooperating partners Insufficient interest in acquisition of new technology to manufacturefinal products; new technology is selected on an ad-hoc basis Limited capacity to attain ability to deliver competitive components(modules) to Polish or foreign “integration companies” With the exception of a few better prepared companies, an initial(learning) phase of seeking R&D, technology implementation andjob creation funding from the EU’s Structural Funds is needed.Lack of a clear government strategy of aviation equipmentprocurement for the military and such government agencies as theborder guards, fire-fighters, healthcare, pollution monitoring, thepolice, etc.

Eastern

NetherlandsNL2

Stimulate internationalization and foreign trade of IDEs through thedesign and execution of the instruments available for them, such asthe involvement in cross-sectorial initiatives

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Slaskie PL22


PodkarpackiePL32


Eastern

NetherlandsNL2


9


Slaskie PL22


PodkarpackiePL32


Eastern

NetherlandsNL2


10

(Gelderland and

Overijssel)

Open new markets and chains for IDE.Adoption of innovations related to our regional flagship focus areasin a broader, European perspective.To enhance private investment culture within the IDEs(crowdfunding, business angels, …) to stimulate R&D and businessdevelopment.Development of smart production systems (precision farming) usingInternet-of-Things solutions, robotics, advanced managementsystems, advanced materials and other technologies.Implementation of sensing technologies, e.g. early detection ofdiseases to reduce use of antibioticsDevelopment of advanced technologies for food production;characterization of functional foods; biorefinery solutions for foodand waste streams.Consolidate and promote interactions between AgFood, Health andLife Science research capabilities and a related variety of firms(equipment manufacturers, private research institutes, medicaldevices, eHealth, etc.).

Southern

Netherlands

((Noord-Brabant)

NL4

Stimulate internationalization and foreign trade of IDEs through thedesign and execution of the instruments available for them, such asthe involvement in cross-sectorial initiativesOpen new markets and chains for IDE.Adoption of innovations related to our regional strategy in abroader, European perspective.To enhance private investment culture within the IDEs(crowdfunding, business angels, …) to stimulate R&D and businessdevelopment.Development of smart production systems (precision farming) usingInternet-of-Things solutions, robotics, advanced managementsystems, advanced materials and other technologies.Implementation of sensing technologies, e.g. early detection ofdiseases to reduce use of antibioticsDevelopment of advanced technologies for food production;characterization of functional foods; biorefinery solutions for foodand waste streams.

10

(Gelderland and

Overijssel)


Southern

Netherlands

((Noord-Brabant)

NL4


10

(Gelderland and

Overijssel)


Southern

Netherlands

((Noord-Brabant)

NL4


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Each region has defined the specific challenges to be addressed and the RIS3 priorities that will betackled through the activities proposed in ACTTiVAte and through the range of innovative products,services and business models generated.

In addition, Section 7 “Annex I: Primary Regional Metrics” in D.6.1 contains data with the specificationof relevant indicators defined in Section 4. This Regional Metrics coming from the RegionalDashboards is a custom visualization and shared measurement tool to capture and track eachACTTiVAte's regional acceleration in real time.

The objectives of the Primary Regional Metrics (Annex I in D.6.1) are:

Highlight strategic priority areas and key regional catalysts.

Benchmark ACTTiVAte's progress against standardized global data.

Create, measure and track custom metrics.

Ensure continuity and systematic implementation of ACTTiVAte's framework.

Share ACTTiVAte's regional acceleration success story with ACTTiVAte's ecosystem and theworld.

Some lessons learned:

1. The importance of innovation-driven enterprises in an entrepreneurial ecosystem.

2. The importance of linking innovation capacity with entrepreneurial capacity.

3. Clusters & Linkages allow regions to focus/prioritize in upgrading the IDE ecosystem.

4. The importance of visibility, investment and mentoring by successful entrepreneurs at everylevel.

5. Public support and especially political support were critical to the success of multiple initiatives

6. Tough economic climate means that the regional approach needs to address economic realities –not that the initiative can’t take place.

7. More work to be done after ACTTiVAte's D6.1., D6.2 are completed – D6.1.and D6.2 are justpreliminary deliverables. Throughout, it was recognized that a joined up approach to actionacross the whole ecosystem by the full range of stakeholders is vital as is the requirement forpatience to allow actions to take effect.

While the analysis is not exhaustive due to the time constraints, the findings provide not only valuableinsights and new fresh perspectives but also a valuable framework for further analysis in D. 6.2, D.6.3.,D.6.4 and D.6.5.

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2. SWOT ANALYSIS:

An important component of ACTTiVAte’s strategic direction and strategies is identifying the Strengths,Weaknesses, Opportunities and Threats (SWOT) of the 9 regions (the term “region” shall, in principle,refer to NUTS level 2 territorial units according to the current NUTS classification system) and findingways to raise up our strengths and opportunities, while working towards overcoming weaknesses andthreats.

The SWOT Analysis has been performed in the following regions:

Table 2. Regional poles involved in ACTTiVAte

Region Name NUT ID Country

AndaluciaES61

Spain

Comunidad de Madrid

ES30

Portugal Norte PT11 Portugal

Ireland IE Ireland

MazowieckiePL12

PolandSlaskie

PL22

PodkarpackiePL32

Eastern Netherlands (Gelderland and Overijssel) NL2The Netherlands

Southern Netherlands (Noord-Brabant) NL4

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2. SWOT ANALYSIS:





AndaluciaES61

Spain

Comunidad de Madrid

ES30


Ireland IE Ireland

MazowieckiePL12

PolandSlaskie

PL22

PodkarpackiePL32



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2. SWOT ANALYSIS:





AndaluciaES61

Spain

Comunidad de Madrid

ES30


Ireland IE Ireland

MazowieckiePL12

PolandSlaskie

PL22

PodkarpackiePL32



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2.1. SWOT ANALYSIS- ANDALUCIA

Table 3.ACTTiVATe SWOT Analysis - Andalucia

SWOT ANALYSIS for ACTTiVAteRegional factors that may influence the project and shape its outcomes

Strengths Weaknesses Largest region in Spain (over 8 million

people) Ranked third in Spain in science and number

of firms (after Madrid and Barcelona) Highly educated workforce (high number of

graduates in STEM fields) World-class infrastructure Healthcare is a flagship service of regional

government Government incentives Good positioning of the R&D actors of the

region in European and Latin-Americaninnovation market

RIS3 priorities aligned with European trendsand policies

Andalucia has a low level of formal R&Dinvestment and registers a low level of “new-to-the-world” technology

Andalucia registers a low level of high-technology, R&D-oriented firms

High rate of unemployment Lack of global commercial ambition Small size of the companies difficult R&D

investments and innovation culture Gaps between academics and companies.

Disconnection between systems Scarce of technological production: low

number of patent applications

Opportunities Threats

Critical mass of young people and socialactivity

Low labor costs Entrepreneurship-friendly regional

government Andalucia faces a major opportunity to

transform itself from a service-oriented“Gold Coast” to a leader in Europeaninnovation-driven entrepreneurship

Andalucia's accomplishments have been akey to Spain’s convergence within the EU-27. But, Andalucia will need a new strategyto achieve its objective of transitioning to aknowledge-based economy.

Economic crisis has had a deep impact inSMEs and especially in IDEs, this evidencethe dependency from public funds of thesecompanies in the Andalusia region.

Reduction of EU structural funds in 2014-2020 period for Andalusia Region

Difficulties to retain R&D talent.

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2.2. SWOT ANALYSIS- COMUNIDAD DE MADRID

Table 4.ACTTiVATe SWOT Analysis -Comunidad de Madrid


Strengths Weaknesses Highest number of research centers,

universities and knowledge transfer capacityof Spain- 23% of Spanish private and publicresearchers are in Madrid

Excellent infrastructure for businessdevelopment and attraction of externalinvestment

The investment in R&D is higher than theEuropean and Spanish average

High presence of large multinationalcompanies

High number of highly skilled professionalsin Engineering and Science

Moderate Innovator, Innovation performancehas declined in last 2 years (-11%)

Lack of collaboration between IDEs Lack of effective connection between

industry and research due to bureaucratic,organizational and cultural problems thatimpede an effective cooperation betweencompanies and the public system of R&Ds.

Weak public and private financial support forR&D (exception is TICs)


Increasing interest in fostering R&Dassociations and collaboration

High participation and results on H2020Programmes

Attraction of high level, highly educated andprepared human capital

Increase in the exploitation of available R&Dresults and IP.

Internationalization of local SMEs.

Low public R&D expenditure as aconsequence of budgetary restrictions

Risk of decreased interest from investors dueto higher potential development of otherEuropean regions

Low number of innovative companies in hightech industries

Difficulty to retain talent. Drain of youngprofessionals and entrepreneurs

Difficulty of innovative companies to accessnew markets and retain markets shares dueto their small size

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2.3. SWOT ANALYSIS- PORTUGAL NORTE

Table 5.ACTTiVAte SWOT Analysis -NORTH PORTUGAL


Strengths Weaknesses The Northern Region of Portugal accounts for

23% of the country's total surface area andapproximately 35% of the population

Excellent infrastructure network (Porto Airport -Francisco Sá Carneiro, Porto Harbour – Leixões,700 Km of Highways, Porto publictransportations)

Highly qualified workforce (STEM – 7.000graduates/year | 1.490 PhD in 2000-2010 and 3universities | 103 higher education institutions)

Multilingual, flexible, creative andtechnologically skilled human capital (42% of thePortuguese population speaks a second language,more than 30.000 Graduates per year)

Skilled R&D & innovation network (North -1,54% GDP in 2011p, 30,2% R&D Personal ofnational total in 2011 and 33,5% R&D Centres ofnational total in 2011)

A safe and tolerant region, with a huge culturaldiversity.

Relative weaknesses are in EPO patentapplications (EPO patent applications: <50% EUaverage)

Innovative IDEs collaborating with others(Innovative SMEs collaborating with others:<50% EU average.)

Sales due to new product innovations Engagement and mobilization of stakeholders for

an active involvement in policy-making andimplementing

Delivering adequate policies and mobilizingadequate resources towards implementation

Approving projects effectively committed to theregion development strategy

Opportunities Threats Critical mass of young people and social activity

(Young Population - 36% of the Portuguesepopulation <24 years old and Active Population –about 2 million | 51% of total pop.)

Great skills/labour cost relationship – highlyqualified (human capital with significant costadvantages and attractive to qualified FDI)

Dynamic business climate (strong export vocation- 38,4% of national exports, 14.989 SMEexporters)

A growing percentage of companies haveinnovation activities

There is an increasing trend for companies todevelop in-house technological capabilities

Strong push for sectorial cluster formation frompublic funding agencies.

Newly formed clusters in Aerospace, Agrofood,Health and ICT will leverage intra and interclusteractivities.

The existing imbalance in the population betweenthe coastal and inland regions is at risk ofexacerbation

An ageing population and an increase in thedependency ratio

Companies are key players in the system,although there are fears their central position isunsustainable due to the economic crisis

An economy specialized in areas of low ormedium-low technological intensity, incompetition with high-growth emergingeconomies

The sources of funding are concentrated among asmall number of actors, which potentially couldconstrain the range of research supported andlimit choices and options

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2.4. SWOT ANALYSIS- IRELAND

Table 6.ACTTiVAteSWOT Analysis –IRELAND


Strengths Weaknesses Ireland's small and medium-sized enterprises

are ranked best in the EU for innovation in2016

Strong innovators Provision of required human resources Increased license and patent revenues from

abroad and international scientific co-publications.

Exports of knowledge intensive services Employment in knowledge intensive

activities 4th best country in the world for business

(Forbes 2015) 1st of 114 countries for foreign direct

investment and technology transfer (WEF)

Low level of intellectual community designs Low level of non-R&D innovation

expenditure Low level of R&D expenditures in the public

sector Decreased venture capital investments


Entrepreneurship supportive Government Responsive administration Straightforward and cheap start-up procedure

for SMEs 96% of Irish CEOs are planning expansion in

2017 and 84% are confident of revenuegrowth

High share of STEM graduates in EU Strong national research ecosystem with 14

priority areas

Shortage of qualified engineers Strong requirement for Innovation in

Services & Business Processes

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priority areas



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priority areas



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2.5. SWOT ANALYSIS- MAZOWIECKIE

Table 7.ACTTiVAte SWOT Analysis –MAZOWIECKIE


Strengths Weaknesses

The highest percentage of people with highereducation and professionally active.

Seat of most of international companies’headquarters operating in Poland and CentralEuropean region.

Relatively high level of digital inclusion National private patent leader. Considerable R&D resources. Specialized in agriculture, including

ecological agriculture. Well-developed sector of market services.

Underdeveloped transport infrastructure,which still requires large investments.

Inefficient R&D expenses structure, R&Dactivity dominated by public research unitsand state universities, located in the capitalcity.

Courses and programmes not matchingmarket needs.

No correlation between relatively high R&Dexpenses (national level) and academicpotential (international level)

Low innovative activities of the industrysector.

Most of the GDP production is generated inthe capital leaving the remainder of theVoivodship fragmented and underdeveloped


Increasing networking abilities. New course programmes aimed at

entrepreneurship. Population growth. More efficient financing of peripheral

research centres. International mobility of young academics

and alumni. Strengthening of academic networks Accessible support instruments for

innovation and entrepreneurship. Greater scope of internationalization of

trading in the region.

Reduced possibilities of employment for theover-50 workforce.

Restricted access to medical care for ageingsociety.

Increasing competitiveness of other regions. Brain drain. Increasing diversification in economic

regional development. Potential loss of EU structural funding once

the regionreaches the 75% GDP indicator.

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2.6. SWOT ANALYSIS- SLASKIE

Table 8.ACTTiVAte SWOT Analysis –SLASKIE



Second region in Poland in terms of thenumber of big investors

One of best connected regions of Poland tothe European transport network

The most industrialized region of Poland Increasing innovativeness of the region

(number of filed patent applications hastripled since 2004)

Low share of R&D investments in totalinnovation expenditures in the manufacturingsector

Large companies are major innovationinvestors, while the innovation capacity ofSMEs remains limited

R&D investments and innovation sales arecharacterised by high cyclicality.

SMEs with low marketing or organizationalinnovations

Low sales of new product innovations


Increasing modernization due to moreefficient transfer of innovative techniquesand technologies

Growing number of financial instruments insupport of the R&D sector

Increasing attractiveness of the region as aplace for capital allocation and newinvestments

Market and environmental barriers related toproblems caused by the overall economicconditions (economic fluctuations, changes inintensity of competition),

Management problems due to the insufficientknowledge and skills of entrepreneursand management staff

Most of the industry in the region is heavyindustry which is vulnerable to newenvironmental regulations.

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18





















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2.7. SWOT ANALYSIS- PODKARPACKIE

Table 9.ACTTiVAte SWOT Analysis –PODKARPACKIE



Highly developed aviation industry, clustersand universities

Largest domestic IT companies Organic, regional and traditional food

production potential High R&D expenditure/inhabitant, strongly

growing 2nd place in the country Relative strengths compared to the EU28 are

in Tertiary education attainment and Exportsof medium and high tech products.

Mass emigration of talented people A small number of businesses per 1000

inhabitants Low level of cooperation between the

industry and the science sector Insufficientadaptation of the R&D conducted by R&DInstitutes to the real needs of the industry

Insufficient number of highly specialisedmid-level technical management staff andR&D

Insufficient interest in acquisition of newtechnology

Low EPO patents applications


Know-how of organic, regional andtraditional food production

Development of aerospace research centers Dynamic development of cluster links Development of global aviation industry

cooperative relations Growing importance of bioeconomy and eco-

innovations

Risks for environment because of intensivefood production, especially from GMO

Central domestic policy mistakes Negative impact of corporations on SMEs

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innovations



19




















innovations



20

2.8. SWOT ANALYSIS- EASTERN NETHERLANDS

TABLE 10.ACTTiVAte SWOT ANALYSIS -EASTERN NETHERLANDS



Highly innovative manufacturing region Leading expertise with presence of major

knowledge institutes in AgroFood, Healthand HighTech

Highly educated manpower (high numberof STEM graduates per year)

Knowledge valorization capacityLow number of days to start a business

Low Number of patents filed/ year Relative weaknesses are in non-R&D

innovation expenditures, public R&Dexpenditures, and sales of new productinnovations

Relatively limited critical business mass andlarge enterprises

Lack of technical workforce High labor costs


More business from top knowledge Training programs on executive and worker

level A lot of opportunities for

internationalization e.g. attractingknowledge workers and business andinternational cooperation

Valorization of knowledge

In spite of having a highly educatedworkforce, the STEM indicator (technicallyeducated people) is decreasing year throughyear. Special attention should be given topotential workforces to choose for technicaleducation. A better fit can be made to labormarket requirements and niches of laborshortage.

Decreasing central government funds forinnovation

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20




















21

2.9. SWOT ANALYSIS- SOUTHERN NETHERLANDS

TABLE 11.ACTTiVAte SWOT Analysis -SOUTHERN NETHERLANDS



Highly innovative manufacturing region A knowledge intensive high tech region. Cooperation with many European partners in

several important interregional partnerships

Non-R&D innovation expenditures, Public R&D expenditures Sales of new product innovations.


Internationalization Development of advanced technologies

Open new markets and chains for SMEs/IDEs

Globalization

Each region has identified the Strengths, Weaknesses, Opportunities and Threats (SWOT) that will

affect the activities proposed in ACTTiVAte.

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Globalization



21











Globalization



22

3. ANALYSIS OF THE REGIONAL INNOVATION CAPACITIES IN TERMS OFPEOPLE, FUNDING, INFRASTRUCTURE, POLICY, REWARDS & NORMS AND

DEMAND.

In addition to the SWOT analysis, each region has analyzed the regional innovation capacities in termsof people, funding, infrastructure, policy, rewards & norms and demand.

3.1. INNOVATION CAPACITIES OF REGIONS

The drivers of innovation driven entrepreneurship is derived from the MIT EntrepreneurshipAcceleration Framework (as explained in D.6.1, section 1.3) because building innovative andentrepreneurial capacity is critical for sustainable economic prosperity. Innovation-drivenentrepreneurship is based on a range of inter-connected factors as shown below:

Fig 1: Innovation-driven entrepreneurship is based on a range of inter-connected factors:

Some lessons learned from the MIT's framework and T.6.1:

1) Low cost to high value: prosperous regions are not those with a low cost structure, but rather thosewith high innovation output.

2) Focus on regions: Important decisions are made in national strategies, but increasingly it is localstrategies that most affect a region’s competitiveness and prosperity.

Regulations & laws Taxes/Incentives

Targeted funding

Economy Big companies

Other sources

Individualistic

Celebrate

Failure

Universities

Corporate R&D

Open innovation

Labor pool Education Network

Physical

Services

Debt Equity

Full range of options

22


DEMAND.









Targeted funding


Other sources

Individualistic

Celebrate

Failure

Universities

Corporate R&D

Open innovation


Physical

Services

Debt Equity


22


DEMAND.









Targeted funding


Other sources

Individualistic

Celebrate

Failure

Universities

Corporate R&D

Open innovation


Physical

Services

Debt Equity


23

3) The current economic troubles are cyclical not structural. Economic stimulus policies fromWashington are important, but long-term prosperity will depend more on increasing innovation. Thisdepends largely on decisions made in the regions.

Innovation -driven entrepreneurship is central to Competitiveness (as shown in Fig. 2). Macroeconomiccompetitiveness creates the potential for high productivity, but is not sufficient –one should not confusea macroeconomic policy crisis with the need to enhance the long-term environment for competitiveness.

Fig 2: Innovation-driven Entrepreneurship is central to Competitiveness:

To avoid confusing a macroeconomic policy crisis with the need to enhance long-term environment forcompetitiveness we try to link regional cluster strength, regional innovation capacity and regionalentrepreneurship capacity to enhance a robust framework at a regional level.

Also, because of the ACTTiVAte project has a regional, IDEs and industry specific vocation. We arefocused on microeconomic conditions, trying to evaluate How sophisticated are companies considering:1) Good practices (operational), 2) Good organizational structure? Strategy? and 3) Need good businessenvironment (skills, infrastructure, etc.).

23






23






24

At the regional level a robust framework for innovation-driven entrepreneurship links three elements:

Regional Cluster Strength.

Regional Innovation Capacity.

Regional Entrepreneurship Capacity.

Together these tree elements are the foundations for regional innovation-driven entrepreneurship. Theyare enhanced by the strength and number of connections among them, which creates a powerfulecosystem as shown in Figure 3.

Fig. 3: At the regional level a robust framework for innovation-driven entrepreneurship links three elements.

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24







25

3.2. DEFINING REGIONAL INNOVATION CAPACITY

The Regional Innovation Capacity is the capacity of a region to generate “new to the world” ideas,products and services supported by:

PEOPLE -Pool of invention and inventors

-Education in tech commercialization

-Networks

FUNDING -Funding for research

-Government programs

-Corporate R&D spending

INFRASTRUCTURE -Services infrastructure

-Physical infrastructure

POLICY -Clear rules around patents

-Support for STEM education

-Federal & regional targeted programs

REWARDS & NORMS -Experimentation culture

- Celebration of invention and innovation

- Rewards to innovation – tenure process

DEMAND -Nature of companies in region (relates directly to cluster analysis)

-Demand for technical employees

RegionalInnovationCapacity

25





-Networks















25





-Networks















26

3.3. DEFINING REGIONAL ENTREPRENEURSHIP CAPACITY

The Regional Entrepreneurship Capacity is the capacity of a region to generate new start-up companiessupported by:

PEOPLE -Pool of entrepreneurs

-Entrepreneurship Education & Training

-Networking & Mentorship programs

FUNDING -Government early stage funding

-Angel funding

-Private & public risk capital

INFRASTRUCTURE -Real estate

-Voice & Data Communications

-Services for startups (legal, accounting, HR)

POLICY - Regulations & laws (consistency, bankruptcies)

-Taxes/incentives

-Targeted funding

REWARDS & NORMS - Recognition in press for success

-Rewarded for trying

-Societal stigma or halo

DEMAND - Procurement policies of government

- Procurement policies of companies

-Other sources

RegionalEntrepreneurship

Capacity

26







-Angel funding






-Taxes/incentives

-Targeted funding






-Other sources


Capacity

26







-Angel funding






-Taxes/incentives

-Targeted funding






-Other sources


Capacity

27

For effective innovation-driven entrepreneurship Innovation Capacity & Entrepreneurial Capacity mustbe coupled (as shown in Figure 4).

Fig 4: Innovation Capacity & Entrepreneurial Capacity must be coupled for effective innovation-driven entrepreneurship

Innovative and Entrepreneurial capacity are harnessed through innovation-oriented regional clusters.Following the i6 Challenge2, ACTTiVAte defines clusters as geographic concentrations of firms,workers, and industries that do business with each other and have common needs for talent, technology,and infrastructure. Clusters are essentially networks of similar, synergistic, or complementary entitiesthat are engaged in or with a particular industry sector; have active channels for business transactionsand communication; share specialized infrastructure, labor markets, and services; and leverage theregion’s unique competitive strengths to stimulate innovation and create jobs. Clusters may crossmunicipal, county, and other jurisdictional boundaries.


27





27





28

We need to consider:

- In what clusters does the region have a clear comparative advantage?.

- How are these potential clusters related to each other?.

- Addressing these questions provides a useful lens for focusing actions and making choicesabout how to deploy scarce resources.

Figure 5 shows the Key Regional Competitive Clusters factors

Fig 5: Determining Key Regional Competitive Clusters

Fig 5:

28







Fig 5:

28







Fig 5:

29

Figure 6 shows how Innovation Capacity & Entrepreneurial Capacity building can be focused on theneeds of the most competitive clusters:

Fig 6: ICap & ECap building can be focused on the needs of the most competitive clusters:

29



29



30

Cluster-specific coupling mechanisms can enhance innovation-driven entrepreneurship as shown infigure 7.

Fig 7: Cluster-specific coupling mechanisms can enhance innovation-drivenentrepreneurship

In conclusion, new framework provides a rigorous and actionable road map:

Enables more comprehensive, data driven analysis with comparative data. Allows policy actions to be categorized as focused on innovation OR entrepreneurship capacity

building OR (most importantly) on innovation-driven entrepreneurship.

Provides a more robust sector-based orientation for some policy actions. Recognizes the power of the regional ecosystem as growing exponentially with strong

connections between and alignment among the three components.

There are several examples of framework in action overseas such as:o The Massachusetts Life Sciences Cluster: MIT serves as the fulcrum for the Cambridge

biosciences cluster.o Australian Experience of innovation and entrepreneurship driven growth – focused

specifically on the wine cluster: Some might not see a Wine Cluster as innovation-driven entrepreneurship but in

this case, it is. Exporting technical know how as well as product. Achieved clear global leadership position and sustaining it.

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30












31

It is not “high tech” in the sense of the Massachusetts Biotech Cluster but it isinnovative and creates a substantial positive economic contribution.

The lessons to be learned about Innovation-drivenClusters from these two concrete but widely disparateexamples are:

Singular and/or linear solutions are insufficient to explain or design successful entrepreneurialclusters; Systems approach is essential.

Invention, innovation & entrepreneurial capacity are required. How they are linked is as essential as their strength.

Cluster analysis provides guide to best targets.

Having the Framework Ecosystem Assessment in 3.1, 3.2 and 3.3.and some examples (Ecosystemapplied) it is the moment to do the assessment of the 9 ACTTiVAte's regions. The Analysis has beenperformed in the following regions:



Andalucia ES61

Spain

Comunidad de MadridES30


Ireland IE Ireland

Mazowieckie PL12

PolandSlaskie PL22

PodkarpackiePL32

Eastern Netherlands

(Gelderland and Overijssel)NL2

The NetherlandsSouthern Netherlands

(Noord-Brabant)NL4

31









Andalucia ES61

Spain



Ireland IE Ireland

Mazowieckie PL12

PolandSlaskie PL22

PodkarpackiePL32

Eastern Netherlands



(Noord-Brabant)NL4

31









Andalucia ES61

Spain



Ireland IE Ireland

Mazowieckie PL12

PolandSlaskie PL22

PodkarpackiePL32

Eastern Netherlands



(Noord-Brabant)NL4

32

A N D A L UC I A ES 6 1

3.4. ASSESSING ANDALUCIA'S REGIONAL CAPACITY

Andalucia combines a rich history, world-renowned natural beauty, and enormous potential. The contextfor building an Andalucian ecosystem for innovation-driven entrepreneurship should consider:

Largest region in Spain. Region of 8.4M people.

Over 17% Spain’s geographic area. Warm climate to support agriculture, tourism & new solar power generation.

Strong government support for the i-based entrepreneurship agenda.

Andalucia economic activity is grounded in a diverse range of economic activity, including agriculture,tourism, manufacturing, health and technology.

Our analysis based on a wide range of interviews, documentary evidence and independent data analysis:

Interpreted through our innovation-driven entrepreneurship framework. Enables us to evaluate the distinct elements of Andalucía's ecosystem for innovation-

drivenentrepreneurship. Forms the basis for our recommendations for improvements.

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3.4.1.ASSESSING ANDALUCIA’S REGIONAL INNOVATION CAPACITY

3.4.1.1 ASSESSING ANDALUCIA’S REGIONAL INNOVATION CAPACITY: PEOPLE

PEOPLE Pool of invention and innovators.

Education in tech commercialization.

Networks.

Very low total level of R&D employment, particularly in the private sector. The pool of researchers isvery small and concentrated in the public sector (See table 3).

Table 3. R&D Personal by function.

2014 R&D (full time) personnel by function

Andalucía España

All Sectors

Researchers 13.318 122.235

Researchers per 10,000 people 16 26

Technicians .. 54.405

Auxiliary .. 23.592

Total 23.632 200.232

Higher Education

Researchers (% total) 7.201 (54%) 57.156 (47%)

Technicians 1.930 9.016

Auxiliary 1.593 7.256

Total 10.724 73.428

Private Sector



Auxiliary .. 10.234

Total 7.677 87.642

Sources: Anuario Estadístico de Andalucía 2015 (Tables 12.2.21, 12.2.22 and 3.3.11 y 3.3.12) and 2014

population data from INE

33





Networks.




Andalucía España

All Sectors




Auxiliary .. 23.592

Total 23.632 200.232

Higher Education




Total 10.724 73.428

Private Sector



Auxiliary .. 10.234

Total 7.677 87.642



33





Networks.




Andalucía España

All Sectors




Auxiliary .. 23.592

Total 23.632 200.232

Higher Education




Total 10.724 73.428

Private Sector



Auxiliary .. 10.234

Total 7.677 87.642



34

High provision of undergraduate education especially in STEM via 10 public universities (See fig7).

Fig 8: Number of STEM Graduates.

Much more limited PhD education – likely bottleneck for developments in the life sciences.

Limited curriculum activities focused on emerging cluster needs such as energy or health. Top graduates have opportunities to leave and experience other ecosystems – need to emphasize

returnee policies

University research groups play a key role hosting infrastructure and offering a platformfor the exploitation of innovation infrastructure.

• Table 11 shows how the largest number of research groups is concentrated in the humanities andsocial sciences.

• Only a limited number of initiatives and graduates for programs aimed at emerging innovationclusters such as health biotechnology or agri food.

Table 13. distribution of Research Groups in 2016. Andalusian University System

Source: University of Granada. Andalucía’s Research Groups (December 1st 2016).

AGR BIO CTS FQM HUM RNM SEJ TEP TIC TOTALUAL 11 7 4 16 49 12 24 2 8 133UCA 3 1 31 23 48 16 31 24 9 186UCO 46 22 24 18 34 14 24 9 10 201UGR 12 28 91 60 171 50 62 10 31 515UHU 2 2 5 11 32 15 19 6 2 94UJA 2 9 10 12 33 12 17 13 9 117UMA 3 10 41 30 85 15 71 14 18 287US 12 45 80 65 190 26 100 51 27 596ULA 0 0 0 0 1 0 5 0 0 6UPO 0 13 4 3 20 7 34 2 2 85

TOTAL 91 137 290 238 663 167 387 131 116 2220

AGR- Agrifood.BIO- Biology andBiotechnology.CTS- HealthPCM- Physics, Chemitry andMathematics.HUM- Humanities.RNM- Nature Resources andEnvironment.SEJ- Social, Economic andLegal Sciences.TEP- ProductionTechnologies.TIC- Information andCommunicationTechnologies.

010.00020.00030.00040.00050.00060.00070.00080.000

No.

of S

TEM

gra

duat

es

STEM graduates / yearSource: OECD

34





returnee policies







TOTAL 91 137 290 238 663 167 387 131 116 2220


Year

STEM graduates / yearSource: OECD

34





returnee policies







TOTAL 91 137 290 238 663 167 387 131 116 2220


35

3.4.1.2 ASSESSING ANDALUCIA’S REGIONAL INNOVATION CAPACITY: FUNDING

FUNDING Funding for research.

Government programs.

Corporate R&D spending.

Formal innovation expenditures – R&D – are low in Andalucia relative to Spain and relative toEU.

Particular weakness is private sector R&D. Majority of Andalucia “innovation expenditures” seem to be concentrated in activities such as

technology upgrades, incremental improvements, etc. Andalucia supports 10 research-oriented universities. Significant funding for research from EU Framework Program.

CTA (Andalucian Technology Corp.) provides funding for university-industry collaborationswith industry matching funds.

Impact of CTA and other programs varies by industry cluster.

Fig 9: Total OEPM Patents 2008-2010

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36

Even with a low level of R&D, most R&D investment is the result of public expenditures or conductedin universities:

• Across the EU, nearly 2/3 of R&D is conducted by private industry.

• Less than 35% of R&D in Andalucia is performed by private industry.

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36




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3.4.1.3. ASSESSING ANDALUCIA’S REGIONAL INNOVATION CAPACITY: INFRASTRUCTURE

INFRASTRUCTURE Services infrastructure

Physical infrastructure

Effective Internet infrastructure (at least within universities). Reasonable level of equipment in university labs.

Significant investment in innovation-driveninfrastructure in the form of Technology Parks andKnowledge Centers.

Under-provisioned in terms of shared cored facilities particularly in

Application of biotech to health & agriculture

3.4.1.4. ASSESSING ANDALUCIA’S REGIONAL INNOVATION CAPACITY: POLICY

Broad context for innovation policy is set at Federal level, including majority of basic researchfunding, broad parameters for STEM education, intellectual property, etc

EU Social Funds have provided significant support for research, training, and innovation, andhave served as a driver in upgrading the Andalucian innovation system

Significant increase in innovation capacity upgrading through JA Programs and initiatives withJA partner agencies

IDEA, CTA, EXTENDA, TALENTIA, Others.

Public Universities. The well funded and intentioned & generally well-designed programs still need to be refined:

Too many areas of focus so valuable resources are spread too thinly. Need more concentrationon areas of highest potential.

Many of the programs combine building of innovation capacity and entrepreneurial capacity –which is very good.

However the programs combine SME and IDE entrepreneurial efforts, which dilutes theireffectiveness to both, and especially IDE.

For example, we found a key government support person spending 95% of time on SME supportand 5% on IDE

Under such a scenario, the IDE gets shortchanged which results in less “pull demand” forinventions and hence less productivity from labs, university and other potential sources ofinvention.

3.4.1.5. ASSESSING ANDALUCIA’S REGIONAL INNOVATION CAPACITY: REWARDS & NORMS

Limited ability for Andalucían universities to provide strong incentives for innovation Tenure policies set at a national and EU-wide level However incentives for patenting and other forms of innovation aided by potential to gain higher

levels of sponsored research funding.

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38

No evidence of broader “celebration” to recognize invention breakthroughs.

We identified no major role models widely recognized by community.

3.4.1.6. ASSESSING ANDALUCIA’S REGIONAL INNOVATION CAPACITY: DEMAND

Local Andalucian companies (like Spain overall) provide limited demand for highly trainedSTEM students (below Spanish average at 7/1000)– weakening link from education toemployment.

Determined by low levels of R&D spending among Andalucian firms, particularly small start-ups.

However as clusters take off demand for specific skills likely to strengthen but limited focuseddemand in key sectors today.

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3.4.2. ASSESSING ANDALUCIA'S REGIONAL ENTREPRENEURSHIP CAPACITY:

3.4.2.1. ASSESSING ANDALUCIA’S REGIONAL ENTREPRENEURSHIP CAPACITY: PEOPLE

Large number of people engaged in entrepreneurship in the region – over 534k firms. High levels of firm creation with rates of annual firm creation over 5% (above the national

average)

Over 90% of the total have between 0 and 9 workers.

3.4.2.2. ASSESSING ANDALUCIA’S REGIONAL ENTREPRENEURSHIP CAPACITY: FUNDING

Government early stage funding: SOPREA agency has a funding line supported by Jeremy fundsto provide loans alongside companies that have raised capital from private sources. The agency isdoing efforts to attract startups that want to relocate fully or partially their activity in the region.

Angel funding: There are some incipient business angels networks in the region, but most ofthese are really recent (1-3 years of functioning) and not yet achieve a remarkable performance(Malaga Business Angels, Andalucía Business Angels, Tartech Fund, Andalucia IndustryBusiness Angels, Marbella Tech Angels or Innoban Andalucía.

Private & public risk capital: There are not venture capital funds based in the region.

Several different government funding sources for start-ups including National CDTI co-financingfor specific projects within start-ups.

Invecaria critical part of the funding ecosystem (but spread broadly over a large number of typesof businesses).

3.4.2.3. ASSESSING ANDALUCIA’S REGIONAL ENTREPRENEURSHIP CAPACITY: INFRASTRUCTURE

There is a significant amount of support from the government in this area for start ups but again itmixes SME and IBE together.

The infrastructure is in general satisfactory or more. Incubators effectiveness limited by lack of focus but still fills an important need.

Voice and data communications, power reliability is all-sufficient for start ups (while notperfect).

Transportation infrastructure is impressive for a comparable region but the access to internationaltravel dictates location of some businesses.

Government programs seemed to fill in the private sector void for services for starts up which isnot an optimal model moving forward.

No clear place yet for IDEs to go to get energy from each others like the Cambridge InnovationCenter in Kendall Square- Tech parks trying to get there….

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average)















39




average)















40

3.4.2.4. ASSESSING ANDALUCIA’S REGIONAL ENTREPRENEURSHIP CAPACITY: POLICY

Spain ranks low (62) in the IFC/World Bank “Doing Business” assessment and at 164th instarting a business and 157th in employing people.

Andalucían system similarly complex which in part explains that more than half the firms belongto individuals (57.8%) rather than organized as limited liability corporations & small size offirms.

3.4.2.5. ASSESSING ANDALUCIA’S REGIONAL ENTREPRENEURSHIP CAPACITY: REWARDS & NORMS

Strong government support for the creation of new (small) businesses is not matched by societalnorms for students/citizens to become entrepreneurs.

In fact quite the opposite is true; societal pressures encourage best students to work in thegovernment sector.

Government employment is seen as sign of success. Business has a neutral to negative image consistent with traditional political history of region

(socialist ideology).

Less active support or recognition for specific types (SME & IBE) of entrepreneurship. Little to no celebration of entrepreneurship visible in press. There are pockets that want this changed but not widespread.

3.4.2.6. ASSESSING ANDALUCIA’S REGIONAL ENTREPRENEURSHIP CAPACITY: DEMAND

Limited sophisticated regional demand for the products and services of entrepreneurial firms –but this did vary by industry with Aerospace being a noticeable example.

Surprised to find Abengoa and Endesa not buying more products from Andalucian companies inClean Energy sector.

No major government programs to buy from IBE startups identified or mentioned in interviews More cluster-specific detail will be developed in the next section.

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C O M UN I DA D D E M A D RI D ES 3 0

3.5. ASSESSING COMUNIDAD DE MADRID'S REGIONAL CAPACITY

3.5.1 ASSESSING COMUNIDAD DE MADRID 'S REGIONAL INNOVATION CAPACITY

3.5.1.1. ASSESSING COMUNIDAD DE MADRID'S REGIONAL INNOVATION CAPACITY: PEOPLE

High number personnel working in R&D activities compared with the rest of Spain. 23,2% ofhigh tech employment takes place in Madrid.

Leading position in number of universities and academic institutions with over 36% of all PhDsresearching in the region.


3.5.1.2. ASSESSING COMUNIDAD DE MADRID'S INNOVATION CAPACITY: FUNDING

Decreased corporate and public spending in R&D but still the R&D spending/ regional PIB isabove the country average.

Funding programs: FEDER, FSE, FEADER, FEMP, Fondo de Cohesion, H2020, avalmadrid,innoempresa, private funding, others.

3.5.1.3. ASSESSING COMUNIDAD DE MADRID'S REGIONAL INNOVATION CAPACITY: INFRASTRUCTURE

Administration: Administración General del Estado, CDTi. Scientific Subsystem: Universities, R&D Centers, Hospital.

Technological Subsystem: Politecnic systems. Intermediary Infraestructure: Fundación MadrI+D, Madrid Network, OTRIS, Cámara de

Comercio, Service companies.

0

50.000

100.000

150.000

200.000

250.000

300.000

No.

of S

TEM

gra

duat

es

41















Year

STEM graduates/ yearSource: OECD

41















42

3.5.1.4. ASSESSING COMUNIDAD DE MADRID'S REGIONAL INNOVATION CAPACITY: POLICY

Clear rules around patents. Support for STEM education. Federal & regional targeted programs.

3.5.1.5. ASSESSING COMUNIDAD DE MADRID'S REGIONAL INNOVATION CAPACITY: REWARDS & NORMS

Experimentation culture.

Celebration of invention and innovation. Rewards to innovation – tenure process.

3.5.1.6. ASSESSING COMUNIDAD DE MADRID'S REGIONAL INNOVATION CAPACITY: DEMAND

Nature of companies in region (relates directly to cluster analysis). Demand for technical employees.

3.5.2 ASSESSING COMUNIDAD DE MADRID'S REGIONAL ENTREPRENEURSHIP CAPACITY

3.5.2.1.ASSESSING COMUNIDAD DE MADRID'S REGIONAL ENTREPRENEURSHIP CAPACITY: PEOPLE

High number of young people with entrepreneurial motivations due to the economic crisis. Highly cualified young people due to the economic crisis (young people find difficulties to find a

job when they finish their studies at the University, so they continue doing further studies (PhD,master, languages..)

61% men and 39% of women (ages 31-40). The 60% of immigrants- entrepreneurs.

3.5.2.2. ASSESSING COMUNIDAD DE MADRID'S REGIONAL ENTREPRENEURSHIP CAPACITY: FUNDING

Public: ENISA, ICO (for internationalization).

Private: Banks, Private Business angels networks (IESE) The main concern for entrepreneurs in Madrid is the access to funding to set up their businesses.

3.5.2.3. ASSESSING COMUNIDAD DE MADRID'S REGIONAL ENTREPRENEURSHIP CAPACITY:INFRASTRUCTURE

The entrepreneurs in Madrid Region seek for technological start-ups.

MADRID EMPRENDE (agency from Madrid City Hall to support entrepreneurs). Differentperceptions regarding to the initiatives from Madrid Emprende.

PORTAL DEL EMPRENDEDOR (initiative at regional level to support entrepreneurs).

3.5.2.4. ASSESSING COMUNIDAD DE MADRID 'S REGIONAL ENTREPRENEURSHIP CAPACITY: POLICY

Concerns: costs to create new businesses and the large amount of bureaucracy. There are some initiatives to support the entrepreneurship (specific taxes regimes), but they are

not enough.

3.5.2.5. ASSESSING COMUNIDAD DE MADRID’S REGIONAL ENTREPRENEURSHIP CAPACITY: REWARDS &NORMS

42






















not enough.


42






















not enough.


43

Entrepreneurs in Madrid region find difficulties to get support from their local area. Mentoringservices are becoming to be quite popular as well as the coworking spaces.

3.5.2.6. ASSESSING COMUNIDAD DE MADRID 'S REGIONAL ENTREPRENEURSHIP CAPACITY: DEMAND

More support from governments More support from large enterprises to act as the engine for entrepreneurship.

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P O RTUG A L N O RTE P T 1 1

3.6.ASSESSING PORTUGAL NORTE'S REGIONAL CAPACITY

3.6.1. ASSESSING PORTUGALNORTE’S REGIONAL INNOVATION CAPACITY

The Northern Region of Portugal accounts for 23% of the country's total surface area and approximately

35% of the population.

3.6.1.1. ASSESSING PORTUGAL NORTE'S REGIONAL INNOVATION CAPACITY: PEOPLE

In terms of R&D and innovation resources, and when compared to other Portuguese regions,Norte ranks first in the number of RTD units (i.e.1235, accounting for about 34.8% of the totalRTD units in the country).

The region has the third highest figure of PhDs in Science and Technological areas per 1,000inhabitants (0.67 in 2014; national average was 0.82) and ranks second as regards R&Dresearchers (FTE) in active population (0.64% in 2013, below the national average: 0.72%).

New doctoral graduates (ISCED 6) per thousand population aged 25–34.


3.6.1.2. ASSESSING PORTUGAL NORTE'S INNOVATION CAPACITY: FUNDING

Launched at the end of 2012, the “Norte 2020” initiative was developed in the framework ofEU’s Europe 2020 growth strategy aiming to set the strategic guidelines for the newprogramming cycle 2014-2020. Norte 2020 has been the basis to establish a regional action plan,a smart specialisation strategy (RIS3 Norte) and a new regional operational programme (ROP)for the period 2014-2020. The programme has available about €3.4b from European funds (€2.8bfrom ERDF and €0.6b from ESF).

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3.6.1.3. ASSESSING PORTUGAL NORTE'S REGIONAL INNOVATION CAPACITY: INFRASTRUCTURE

The region has relevant critical mass and potential for high quality RTD activities in variousscientific areas. North hosts three mains public universities (University of Porto, University ofMinho, and University of Trás-os-Montes e Alto Douro), several private universities and fourpublic polytechnic institutes. It has also renowned research centres in fields such as life sciences,nanotechnology, textile, information and communication technologies, new materials, andautomotive sector, among other areas. Another positive recent trend has to do with the growingattractiveness of the region in terms of world-class RTD institutes.

Institute for Health Research and Innovation (I3S) in Porto, which merges three RTD institutes(IBMC, INEB and IPATIMUP); the INL – International Iberian Nanotechnology Laboratory (inBraga), a joint investment of the Portuguese and Spanish governments; and the EuropeanExcellence Institute for Tissue Engineering and Regenerative Medicine Research (in Guimaraes).The Fraunhofer Institute also selected the Norte region as a location for its first venture outside ofGermany.

3.6.1.4. ASSESSING PORTUGAL NORTE'S REGIONAL INNOVATION CAPACITY: POLICY

PortusPark was established in 1991 with a string connection to the three leading universities inthe region (i.e. University of Porto, University of Minho and University of Trás-os-Montes e AltoDouro).

The Norte Commission of Coordination and Regional Development (CCDR Norte) maincompetence is therefore to implement governmental policies with regard to regional planning anddevelopment, environment, city and land management, and transnational and inter-regionalcooperation. CCDR Norte is also responsible for managing EU programmes based on fundsallocated to Portugal by the European Union, as well as other financing instruments intended topromote regional development. Although some RTDI initiatives have a regional dimension andmay be delivered regionally, research and innovation policies are mainly defined at nationallevel.

3.6.1.5. ASSESSING PORTUGAL NORTE'S REGIONAL INNOVATION CAPACITY: REWARDS & NORMS

Norte maintained the status of "moderate innovator" although being part of the group of regionsthat have more significantly improved its overall performance during 2004-2010 (from 2.5% to15%).

3.6.1.6. ASSESSING PORTUGAL NORTE'S REGIONAL INNOVATION CAPACITY: DEMAND

Enhance the innovation governance model. More market-oriented innovation support measures.

EPO patent applications.

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3.6.2. ASSESSING PORTUGAL NORTE'S REGIONAL ENTREPRENEURSHIP CAPACITY

The entrepreneurship ecosystem isn’t just tied to this one city. In fact, the scene is spread out across theregion Porto, Guimarães, Braga and others, where there are various players, organizations, institutionsand companies. Some are more well-known than others, but they’re all equally important for theevolution of the startup ecosystem. Most major institutions, which support entrepreneurship, have tieswith universities in small cities such as Braga, Guimarães and Porto. Examples of these include StartUpBraga, with connections to the University of Minho in Braga.

3.6.2.1. ASSESSING PORTUGAL NORTE'S REGIONAL ENTREPRENEURSHIP CAPACITY: PEOPLE

The economic activities in the secondary sector (manufacturing and construction) account forabout 30.5% of the regional gross value added (GVA, 2013), which is the highest figure amongall the Portuguese regions. All in all, 67.8% of the regional GVA comes from the tertiary sector,while 1.7% comes from the primary sector.

The unemployment rate has steadily decreased in the region in the last few years; in the thirdquarter of 2015 it was 13.6%, still above the national average (11.9%).

SMEs introducing product or process innovations: 90-120% EU average. Sales of new to market and new to firm innovations: 90-120% EU average. SMEs innovating in house: 90-120% EU average.


3.6.2.2. ASSESSING PORTUGAL NORTE'S REGIONAL ENTREPRENEURSHIP CAPACITY: FUNDING

The main measures currently underway in the Norte region to support innovation are part of theregional operational programme (ROP 2007-2013). The ROP priority axis on “competitiveness,innovation and knowledge” accounts for approximately 37.5% of ROP budget. This priority is toenhance the regional innovation system and includes measures to address issues such asinvestment in technological and scientific infrastructures, technology-based entrepreneurship,incentive systems for business innovation, and networking/ clustering activities.

3.6.2.3. ASSESSING PORTUGAL NORTE'S REGIONAL ENTREPRENEURSHIP CAPACITY: INFRASTRUCTURE

Excellent infrastructure network (Porto Airport - Francisco Sá Carneiro, Porto Harbour –Leixões, 700 Km of Highways, Porto public transportations).

Campus da FEUP, UMinho, IPB

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3.6.2.4. ASSESSING PORTUGAL NORTE'S REGIONAL ENTREPRENEURSHIP CAPACITY: POLICY

Clusters and PCTs (“competitiveness and technology poles”) based in the region are alsocontributing to advanced manufacturing, in particular regarding increased productivity, lessproduction and development costs, acceleration in launching new products, and betterdissemination of technology. This is the case of PCTs and clusters in the mobility, health, agro-food, fashion, furniture and creative industries that are based in the region. The regionencompasses a number of research and technological infrastructures that provide a wide range ofservices to industry such as promotion of new products, processes and services; development, testand demonstration of production processes; and new production technologies. Furthermore,research and applied research targeted at process innovation in regional factories and technologytransfer activities are also undertaken at some of the above mentioned entities, as well as at themain public universities based in the region.

3.6.2.5. ASSESSING PORTUGAL NORTE'S REGIONAL ENTREPRENEURSHIP CAPACITY: REWARDS & NORMS

In the framework of ROP Norte 2007-2013, a number of measures were funded in order topromote the use of innovative technologies to improve products and processes in industry. Forinstance, in the context of incentive measures addressed to companies to foster RTD, innovationand modernisation activities (“SI I&DT”, “SI Inovação” and “SI Qualificação”), about 3600projects were supported during that period.


Strengthen the internationalisation of the regional economy

Develop world-class specialisation Employment in knowledge intensive activities.

Innovative SMEs collaborating with others.

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I REL A N D I E

3.7. ASSESSING IRELAND’S REGIONAL CAPACITY

3.7.1. ASSESSING IRELAND’S REGIONAL INNOVATION CAPACITY

3.7.1.1. ASSESSING IRELAND’S REGIONAL INNOVATION CAPACITY: PEOPLE

12 national research centres linking scientists and engineers in partnership across academia andindustry through € 545 M investment.

Training and funding support for the development of innovations at all stages of the commercialpipeline by Enterprise Ireland.

Enterprise Europe Ireland, Enterprise Ireland (EI), Local Enterprise Office, Science FoundationIreland provide support networks for SMEs.


3.7.1.2. ASSESSING IRELAND’S INNOVATION CAPACITY: FUNDING

Science Foundation Ireland provide research grants for researchers from around the world.

EI Funding available from €80,000 to €350,000 from all disciplines in the field of science andengineering.

Business R&D expenditure – over €2.9 Billion in 2014.v

3.7.1.3. ASSESSING IRELAND’S REGIONAL INNOVATION CAPACITY: INFRASTRUCTURE

12 national research centres.

Science Foundation Ireland supports academic research. Enterprise Ireland supports industrial research.

IDA Ireland attracts and develops Foreign Direct Investment. Trinity College Dublin (WR 78), University College Dublin (WR 154), University College Cork

(WR 233).

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3.7.1.4. ASSESSING IRELAND’S REGIONAL INNOVATION CAPACITY: POLICY

Irish Patent Office provide efficient and effective system of industrial property protection. Innovation 2020 strategy. to increase R&D by public and private sectors to €5 Billion per year by 2020 .

Research masters and PhD enrolments will be increased by 30%. Number of research personnel in enterprise will be increased by 60%.

€1.25bn funding under the EU Framework Program Horizon 2020 will be drawn down.

3.7.1.5. ASSESSING IRELAND’S REGIONAL INNOVATION CAPACITY: REWARDS & NORMS

Ireland offers a supportive innovation environment for hi-tech multinational companies (OECD).

R&D tax credit represents a potential 25% refund of costs incurred. Research centres, societal bodies and funding agencies provide commercialisation awards.

Rewards for innovation include recognition prizes, funding agency support, and venture capital.

3.7.1.6. ASSESSING IRELAND’S REGIONAL INNOVATION CAPACITY: DEMAND

Services and Manufacturing SMEs

Exporters and non-exporter SMEs Number of R&D personnel needed the enterprise sector will increase from 25,000 in 2013 to

40,000 in 2020.

3.7.2. ASSESSING IRELAND’S REGIONAL ENTREPRENEURSHIP CAPACITY

3.7.2.1. ASSESSING IRELAND’S REGIONAL ENTREPRENEURSHIP CAPACITY: PEOPLE

SMEs account for 99.7% of active enterprises in Ireland.

EI, Local EI, EEA, IDA, DCU Alpha, and APT, DCU provide innovation platforms. EI and EEA offer entrepreneurship education & training programs.

SFI, EI, EEA, IBEC, and IDA offer networking & mentorship programs. Forfás is responsible for policy making.

3.7.2.2. ASSESSING IRELAND’S REGIONAL ENTREPRENEURSHIP CAPACITY: FUNDING

€724 M investment by Irish Government in research and development (2014) 13 research funding bodies.

€800M in funding is available in Ireland through networks of angel investors, seed and venturecapital and development capital firms.

3.7.2.3. ASSESSING IRELAND’S REGIONAL ENTREPRENEURSHIP CAPACITY: INFRASTRUCTURE

New office construction projects will deliver 3.5 million square foot of office accommodation tothe market.

Refurbishments of existing buildings will deliver 900,000 square foot.

Ireland has one of the most advanced and competitive telecommunications infrastructures inEurope

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Capital grants are given towards eligible expenditure on land, building, machinery andequipment.

Enterprise Ireland, Eastpoint Business Park, Park West Business Park.

Industrial Development Agency, Advanced Processing Technology Research Centre (APT).

3.7.2.4. ASSESSING IRELAND’S REGIONAL ENTREPRENEURSHIP CAPACITY: POLICY

4th best country in the world for business (Forbes).

8th (of 141 countries) in the Global Innovation Index 2015. In the top 4 global destination countries.

1st (of 144 countries) for foreign direct investment and technology transfer. Low corporate tax rate of 12.5 per cent. Companies can claim a refund of 25% of R&D expenditure.

Government and agencies provide targeted research and development grants, employment grants,and capital grants.

3.7.2.5. ASSESSING IRELAND’S REGIONAL ENTREPRENEURSHIP CAPACITY: REWARDS & NORMS

IBEC provides guidelines for reward and recognition strategy. Effective base pay management.

Annual bonuses, long term incentives. Government agencies provide annual innovation awards.

SFI provide funding grant to applicants to ERC who were deemed fundable but not funded viaERC, with the requirement that the application is re-submitted.


Green Public Procurement Action Plan and Green Tenders planned in Innovation 2020 strategysets out a range of measures to drive innovation.

Assistance of SMEs in Public Procurement by Department of Public Expenditure & Reform.

Office of Government Procurement provides. Procurement Support Requests (PSRs). Category Management.

Assistance to SMEs.

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Assistance to SMEs.

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Assistance to SMEs.

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M A Z O WI EC K I E P L 1 2

3.8. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL CAPACITY

The province’s location in Poland, which predisposes it to be economically strong. Also important is thefact that Warsaw is the location of the headquarters of many national enterprises whose productionfacilities are located in other regions of Poland. The wages are the highest in Poland; the pay levels inWarsaw affect this. The number of enterprises per inhabitant is also the highest. Warsaw and theprovince is a very enterprising region. One of the weaker points is the fragmented structure ofagriculture, although many orchards and greenhouses, even if small, are able to function as profitableagricultural micro-enterprises.

3.8.1 ASSESSING POLAND- MAZOWIECKIE'S REGIONAL INNOVATION CAPACITY

3.8.1.1. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL INNOVATION CAPACITY: PEOPLE

Increasing population with high education

3.8.1.2. ASSESSING POLAND- MAZOWIECKIE'S INNOVATION CAPACITY: FUNDING

A large proportion (75%) of the Structural Funds (2007-2013) managed by the region is dedicated tosupport investment and stimulate research in private firms. Support to RTD activities in research centresand infrastructure accounts only for less than 20% (80 M€) in the regional OP. Structural fundsmanaged at the national level should be dedicated to public research organizations as support to higherand secondary education organizations is mainly managed at national level which one of theparticularities of the Polish Structural Fund governance

It is notable that more than 50% of the funds allocated to projects were managed at the national levelrather than the regional level.

3.8.1.3. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL INNOVATION CAPACITY: INFRASTRUCTURE

There are 45 clusters in the region.The Voivodeship of Mazowieckie is an area dedicated to "Secure forFood" activities and has comparative advantages in the production of nutraceuiticals, modern breedingand precision agricultural production on the basis of ICT, neuroelectronics, photonics, chemistry andbiotechnology.

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3.8.1.4. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL INNOVATION CAPACITY: POLICY

High national patent private

3.8.1.5. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL INNOVATION CAPACITY: REWARDS & NORMS

Limited celebration of innovation in the region.Limited ability for universities to provide strong incentives for innovation.

3.8.1.6. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL INNOVATION CAPACITY: DEMAND

Increased and strengthened cooperation in innovation and innovativeness development

Increased efficiency of support and financial support to pro-innovative initiatives in the region

Shaping and promoting pro-innovative and pro-entrepreneurial attitudes fostering cooperation andcreativity

Strenghtening of the information society as the key driver of innovation

3.8.2. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY

3.8.2.1. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: PEOPLE

One of the underlying characteristics of the Mazowieckie is that medium-size companies (50 – 249employees) recorded the highest innovation sales (6.06%), followed by large companies (≥250employees) and small enterprises (10 – 49 employees), respectively 5.67% and 0.81%.

3.8.2.2. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: FUNDING

Private companies established in the region seem to be under-represented compared to the other type ofparticipant but the share of the FP7 budget going to SMEs is proportionally slightly larger than FP7generally and Poland. In Mazowieckie, 12.7% of the FP7 budget allocated in the Cooperationprogramme is distributed to SMEs (11.8% for Poland and 9.1% for FP7). SMEs based in Mazowieckieare mainly involved in in ICT (20 SME participations over the 52 polish SME participations) andnanotechnologies (19 participations over the 46 polish participations Funds for the MazowieckieRegional Operational Programme dedicated to the priority themes identified as research andtechnological development, innovation and entrepreneurship (RTDI The absorption rate givesinformation on the funding allocated to projects as reported in the 2013.

3.8.2.3. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY:INFRASTRUCTURE

Top Technology Parks in the region:

Otwock Technology Park

Plock Technology Park (Polish Information and Foreign Investment Agency, paiz.gov.pl)

Top 3 clusters in the region:

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Mazovia ICT Cluster EduCluster – New Media in Education Mazovian Cluster of Energy Efficiency and Renewable Energy Sources

3.8.2.4. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: POLICY

Limited recognition of entrepreneurs.

Entrepreneurs discourage to pursue the path they did and encourage to go into government

3.8.2.5. ASSESSING POLAND- MAZOWIECKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: REWARDS &NORMS

Low level of social trust.

Underdeveloped social capital.


Increased internationalisation aiming at innovativeness of the region. Shaping and promoting pro-innovative and pro-entrepreneurial attitudes fostering cooperation

and creativity.

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and creativity.

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and creativity.

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S L A S K I E P L 2 2

3.9. ASSESSING POLAND- SLASKIE'S REGIONAL CAPACITY

The Silesian Province, Poland’s most important industrial region, is located in the south of the country.It is very well interconnected with the European transport network. It is the site of the intersection of themain trans-European transport routes (corridor III: Berlin-Wrocław-Katowice-Krakow-Lviv andcorridor VI: Gdańsk-Katowice-Zilina).

Six European capitals – Warsaw, Prague, Bratislava, Vienna, Budapest and Berlin – lie within 600 kmof Katowice.

It is Poland’s most highly industrialized and urbanized region.

The province is the country’s 14th-largest by area and the 2nd-most populous. Its relatively smallterritory of 12 331 sq. km (3.9% of the area of Poland) is inhabited by 4 714 982 people, i.e. 12,3% ofthe Polish population, giving it the highest population density in the country – 383 per sq. km, comparedwith an average of 122 persons per sq. km in Poland and 116 persons per sq. km in the EU. Such a largepopulation in a small area means high potential demand for consumer goods.

3.9.1. ASSESSING POLAND- SLASKIE'S REGIONAL INNOVATION CAPACITY

3.9.1.1. ASSESSING POLAND- SLASKIE'S REGIONAL INNOVATION CAPACITY: PEOPLE

The University of Silesia in Katowice is one of the biggest universities in Poland. The Centre ofInnovation, Technology Transfer and Development is public-private foundation supporting the co-operation with the private sector, commercialisation of research results, and development of academicentrepreneurship. The Silesian University of Technology and Technical University of Częstochowa areother important research centres closely co-operating with the business sector.

3.9.1.2. ASSESSING POLAND- SLASKIE'S REGIONAL INNOVATION CAPACITY: FUNDING

Total intramural R&D expenditure (GERD) in Slaskie accounts for 0.62% of GDP, which is bothbelow the country and the EU average estimated at 0.87% and 2.03% respectively.Comparatively, business R&D expenditure is estimated only 0.32% of GDP, which is also lowerthan the country and the EU average estimated at 0.38% and 1.29% respectively.

During the 2014-2020 programming period, the funding is concentrated on providing support forresearch, development and innovation activities in enterprises. There is also a substantial share offunding allocated for providing support for investments in SMEs, in addition to recapitalisationof external sources of funding. Comparatively, less funding is earmarked for key researchinfrastructure and professionalisation of business intermediary institutions.

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3.9.1.3. ASSESSING POLAND- SLASKIE'S REGIONAL INNOVATION CAPACITY: INFRASTRUCTURE

Centre of Innovation and Technology Transfer, the University of Bielsko-Biala.

Innovation and Technology Transfer Centre, Silesian University of Technology. Technology Transfer Centre, Czestochowa University of Technology.

Centre of Scientific Research and Industry Cooperation, the University of Silesia. Centre of Innovation and Technology Transfer, Institute of Non Ferrous Metals– IMN. Unit of Innovation, Technology and Analysis, the Centre of Polymer and Carbon Materials

(CMPW) of the Polish Academy of Sciences (PAN). Silesian Centre of Education and Interdisciplinary Research.

Laboratory of Functional Materials. Laboratory of Nanotechnology and Material Technologies – LANAMATE. Silesian Science and Technology Centre of Aviation Industry.

3.9.1.4. ASSESSING POLAND- SLASKIE'S REGIONAL INNOVATION CAPACITY: POLICY

Some IP best practice exists in regionGap in clarity of IP rules and need to share best practiceMore focus needed in programs

3.9.1.5. ASSESSING POLAND- SLASKIE'S REGIONAL INNOVATION CAPACITY: REWARDS & NORMS

No visible role modelsLimited rewards for invention & innovationLimited celebration of innovation in the region

3.9.1.6. ASSESSING POLAND- SLASKIE'S REGIONAL INNOVATION CAPACITY: DEMAND

There are numerous well-known automotive companies, such as Fiat, Opel, Delphi AutomotiveSystems. There is also a large number of companies operating in the business process outsourcing andlogistics sectors including an engineering centre, known as Avio specialised in the design of aviationengines components, and TRW scheduled opening of car airbags and safety belts research centre.

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3.9.2. ASSESSING POLAND- SLASKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY

3.9.2.1. ASSESSING POLAND- SLASKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: PEOPLE

Increasingly, the young researchers adopt more entrepreneurial attitudes, even though the start-upactivities are rather sporadic. In this regard, there is a need to better mobilise the skills that the regionhas in the area of advanced materials and nanotechnology.

3.9.2.2. ASSESSING POLAND- SLASKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: FUNDING

The Slaskie Region has a relatively well-developed system of loan and guarantee funds, offeringfinancial engineering instruments. The main financial institutions are the Upper Silesian Fund and theSilesian Regional Guarantee Fund. However, the limited financial allocations earmarked for financialinstruments and barriers encountered during the implementation – which are not specific to Slaskie butcommon for other Polish regions – have had a negative effect on the potential impacts of this form ofsupport.

3.9.2.3. ASSESSING POLAND- SLASKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: INFRASTRUCTURE

3 Top Technology Parks in the region:

Tychy Technology Park

Katowice Technology Park Gliwice Technology Park (Polish Information and Foreign Investment Agency, paiz.gov.pl)

3 Top clusters in the region:

Polish Aluminium Cluster.

Silesian Water Cluster. Polish Wood Cluster.

3.9.2.4. ASSESSING POLAND- SLASKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: POLICY

Responsible for the implementation of the measure in support of entrepreneurship from RegionalDevelopment Agency is the Slaskie Centre of Entrepreneurship.

3.9.2.5. ASSESSING POLAND- SLASKIE’S S REGIONAL ENTREPRENEURSHIP CAPACITY: REWARDS &NORMS

Strong government support for the creation of new (small) businesses is not matched by societal norms

for students/citizens to become entrepreneurs


Limited sophisticated regional demand for the products and services of entrepreneurial firms

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P O D KA RP A C KI E P L 3 2

3.10. ASSESSING POLAND- PODKARPACKIE'S REGIONAL CAPACITY

The province hosts a so called “aviation valley”.

3.10.1. ASSESSING POLAND- PODKARPACKIE'S REGIONAL INNOVATION CAPACITY

3.10.1.1. ASSESSING POLAND- PODKARPACKIE'S REGIONAL INNOVATION CAPACITY: PEOPLE

217 technical colleges and vocational schools with more than 45 000 pupils 193 secondary schools with more than 43 000 pupils 16 colleges and universities with more than 70 000 students

approx. 14 000 graduates of colleges and universities annually more than 200 specializations in universities

Aerospace industry (System of education in Aviation Valley): Universities: Aeronet, 80 M; Highschools, grammar schools: CEKSO, “Flying physics”, 30 M$; Primary schools: “Tech Universityfor children”

3.10.1.2. ASSESSING POLAND- PODKARPACKIE'S REGIONAL INNOVATION CAPACITY: FUNDING

Due to the fact that aviation and aeronautics have been identified as potential smart specialisations ofthis region, it is likely that they will receive funding under the Regional Operational Programme for theperiod 2014-2020. Moreover, support to develop this sector is not only regional in nature, which isindicated by the financial allocation under the InnoLOT central programme, reaching the value ofapprox. €125m. This programme is compared to the CleanSKY programme, which has been launchedby the European Commission to improve competitiveness of the European aviation sector on the globalmarket. The InnoLOT itself is to finance scientific research and the work to develop innovative solutionfor the aviation industry, and is an outcome of an agreement endorsed between the National Centre ofResearch and Development, and a group of associations of companies which represent the PolishAviation Technological Platform.

3.10.1.3. ASSESSING POLAND PODKARPACKIE'S REGIONAL INNOVATION CAPACITY: INFRASTRUCTURE

Region is famous because of its aviation environment (90% of Polish aerospace industry, 100companies and 22.000 employees).

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3.10.1.4. ASSESSING POLAND- PODKARPACKIE'S REGIONAL INNOVATION CAPACITY: POLICY

Regional Centre for Technology Transfer, Regional Centre for Transfer of ModernManufacturing Technology, Business institutions supporting the development of innovation,Regional Labour Office, Self-government local and district.

Lack of a clear government strategy of aviation equipment procurement for the military and suchgovernment agencies as the border guards, fire-fighters, healthcare, pollution monitoring, thepolice, etc.

3.10.1.5. ASSESSING POLAND- PODKARPACKIE'S REGIONAL INNOVATION CAPACITY: REWARDS &NORMS

Experimentation culture. Celebration of invention and innovation.

Rewards to innovation – tenure process.

3.10.1.6. ASSESSING POLAND- PODKARPACKIE'S REGIONAL INNOVATION CAPACITY: DEMAND

Technology gap – in spite of the recent R&D work and significant investment, the Polish aviationindustry continues to be based on mature products that are not at the highest level of technicaldevelopment.

Insufficient number of highly specialised mid-level technical management staff and R&Dworkers due to mismatch between secondary technical school and HEI curricula and the needs ofindustry.

3.10.2. ASSESSING POLAND- PODKARPACKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY

3.10.2.1. ASSESSING POLAND- PODKARPACKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: PEOPLE

While in Poland SMEs employ 50% of the total workforce, in the province this stands at 40%, and 37%for microenterprises. These proportions demonstrate the weakness of the SME sector in the province.An overview of the entrepreneurship indicator by county shows the highest number of enterprisesoperate in four cities which are also county seats: Rzeszów, Przemyśl, Krosno, Tarnobrzeg. Aselsewhere in Poland, the majority of enterprises – somewhat above 95% - employ up to 9 persons (andare thus microenterprises). Small enterprises account for under 4%, medium enterprisers for 0,8%, andlarge enterprises for ca. 0,1%.

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3.10.2.2. ASSESSING POLAND- PODKARPACKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: FUNDING

Investors who obtain a business activity license in the zone and invest at least 100,000 euro will gain theright to income tax exemption to the maximum amount accepted by the European Union law. Thequalifying costs to be entitled to regional aid in the Special Economic Zone (SSE), i.e. costs on the basisof which the maximum amount of tax exemption is granted, are for instance the costs of a newinvestment or the labour costs of newly engaged employees. The amount of tax exemption on account ofthe new investment, or new workplaces created, amounts to 50% of investment expenditures/ or twoyears’ labour cost for large entrepreneurs; 60% in the case of medium size entrepreneurs, and 70% forsmall entrepreneurs. Those who want to take advantage of the exemption must run their businessactivity and maintain fixed assets/ newly created workplaces for 5 years in the case of largeentrepreneurs or 3 years for small and medium-sized entrepreneurs. The amount of regional aid, whichcan be obtained by entrepreneurs in the Podkarpackie Region, is among the highest in Poland.

3.10.2.3. ASSESSING POLAND- PODKARPACKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY:INFRASTRUCTURE

Technological and industrial parks: many technological and industrial parks are established in theregion and, due to their well-developed technical infrastructure and various forms of support offered bytheir managing institutions, they are attractive places to invest. More information about the parks isavailable on:

Podkarpackie Science and Technology Park AEROPOLIS (www.aeropolis.com.pl). Rzeszów-Dworzysko Science and technology Park (www.dworzysko.powiat.rzeszow.pl).

Industrial Park of Leżajsk District (www.sm-park.pl). Mielec Industrial Park (www.marr.com.pl).

Tarnobrzeg Industrial and Technological Park (www.tppt.tarnobrzeg.pl).

Clusters: the region boasts many clusters and companies gathered there to form a base of potential co-operating parties and suppliers. Among the clusters in the region are: an Association of PolishAerospace Industry Entrepreneurs Group “AVIATION VALLEY” - a unique high-tech cluster,associating over 110 companies (www.dolinalotnicza.pl), the Eastern Poland IT Companies Cluster, theEastern Casting Cluster KOM-CAST, the Podkarpackie Renewable Energy Cluster, TASTES OFPODKARPACKIE – a cluster of manufacturers of traditional produce, Life Quality Cluster“Podkarpacie County”.

3.10.2.4. ASSESSING POLAND- PODKARPACKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: POLICY

Some Special Economic Zones (SSE) have their registered offices in this region, namely:

The Special Economic Zone EURO-PARK MIELEC (www.europark.com.pl).

The Tarnobrzeg Special Economic Zone EURO-PARK WISŁOSAN (www.tsse.pl).

Entrepreneurs can enjoy the following benefits in SSE:

Tax exemption (CIT or PIT).

59















59















60

Investment lot - completely prepared and at a competitive price. Free assistance with formalities related to the investment. Real estate tax exemption (in some districts).

3.10.2.5. ASSESSING POLAND- PODKARPACKIE'S REGIONAL ENTREPRENEURSHIP CAPACITY: REWARDS &NORMS

Less active support or recognition for specific types (SME & IDE) of entrepreneurship



60






60






61

EA S TE RN N ETH ERL A N D S N L 2

3.11. ASSESSING EASTERN NETHERLANDS'S REGIONAL CAPACITY

3.11.1. ASSESSING EASTERN NETHERLANDS'S REGIONAL INNOVATION CAPACITY

3.11.1.1. ASSESSING EASTERN NETHERLANDS'S REGIONAL INNOVATION CAPACITY: PEOPLE

The region has an excellent school system with permanent focus on innovation. The number ofpublished papers is not as high as expected.


3.11.1.2. ASSESSING EASTERNNETHERLANDS’S REGIONAL INNOVATION CAPACITY: FUNDING

The R&D expenditure in the eastern area consists of 2% of GDP of the Netherlands, which is relativelylow, compared to the total expenditure of private and public sectors.

Private R&D expenditure is used for subcontracting within corporates or for R&D done by otherenterprises, universities, research institutes (such as Netherlands Organization for Applied ScientificResearch TNO) in the Netherlands or abroad.

3.11.1.3. ASSESSING EASTERNNETHERLANDS’S REGIONAL INNOVATION CAPACITY: INFRASTRUCTURE

This region is known as one of the best and most efficient area for their infrastructures.

Wageningen University Research - number 1 agricultural university according to NTU ranking - isbased in the region. Radboud University and The Health Valley cluster are situated in Nijmegen area.The Technical University Twente is located in Enschede. Their high-tech campuses stimulate cross-overs, new cooperation and innovations. They foster an entrepreneurial eco-system between IDE’s,start-ups, multinationals and research centers.

3.11.1.4. ASSESSING EASTERN NETHERLANDS'S REGIONAL INNOVATION CAPACITY: POLICY

5300054000550005600057000580005900060000

No.

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TEM

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61














Year


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62

The regional economy is one of the key tasks of the province. In their coalition agreements of 2011,both Gelderland and Overijssel set the course for their regional economic policy. In consultation withstakeholders and target groups, these agreements were developed into provincial policy agendas in orderto tackle problems and opportunities at the most appropriate scale. The policy agendas state thestrengths and weaknesses, opportunities and threats. The regional players have formulated policies toseize opportunities and to address threats for promoting innovation.

3.11.1.5. ASSESSING EASTERN NETHERLANDS’S REGIONAL INNOVATION CAPACITY: REWARDS & NORMS

The Netherlands has a world-wide recognized industrial base with large number of innovativecompanies leading the market. But still there are economic improvements possible, e.g. strengtheningthe innovation capacity and position of SMEs. The creation of new tailor-made solutions for consumersand customers is fostered through the creation of new value chains.

3.11.1.6. ASSESSING EASTERN NETHERLANDS'S REGIONAL INNOVATION CAPACITY: DEMAND

More investment in technological innovation (both product and process innovation). More technical employees.

3.11.2. ASSESSING EASTERNNETHERLANDS’S REGIONAL ENTREPRENEURSHIP CAPACITY

3.11.2.1. ASSESSING EASTERNNETHERLANDS’S REGIONAL ENTREPRENEURSHIP CAPACITY: PEOPLE

Pool of entrepreneurs. Entrepreneurship Education & Training.

Networking & Mentorship programs (StartLife, Rockstart, RedMedTech ventures, KennisparkTwente, StartHub Wageningen etc.).

3.11.2.2. ASSESSING EASTERNNETHERLANDS’S REGIONAL ENTREPRENEURSHIP CAPACITY: FUNDING

The government is focusing on early stage funding, especially through soft loans and publicinvestments. The available innovation funds in the region with focus on HTSM (High Tech Systems andMaterials), Health and AgroFood. In total about 170 million euro. In addition, there are specific fundsfor sustainable energy supply / EMT with a volume of nearly 300 million euro. These funds specificallyaim at generating private investments and apply an envisaged multiplier factor of six. In other words, theavailable funds realize investment volumes of 1 billion euro (innovation) and 1.5 billion euro (energy)respectively.

3.11.2.3. ASSESSING EASTERNNETHERLANDS’S REGIONAL ENTREPRENEURSHIP CAPACITY:INFRASTRUCTURE

East Netherlands has a high density with respect to the number of based businesses in the four chosensectors in comparison with the national total. Considering the sectors Health, HTSM and EMT,approximately 20% of all Dutch businesses is based in East Netherlands. With respect to the Agro &Food sector, this percentage is up to 25% (Statistics Netherlands CBS).

3.11.2.4. ASSESSING EASTERN NETHERLANDS’S REGIONAL ENTREPRENEURSHIP CAPACITY: POLICY

62















62















63

The regional parties in East Netherlands jointly work towards a strong, smart, sustainable and inclusiveregional economy to enable East Netherlands to further strengthen its competitive position in theinternational economy.

Based on the regional economic policy agendas for smart specialization, East Netherlands has chosenthe following four sectors:

Agro & Food.

Health. High-Tech Systems and Materials (HTSM).

Energy and Environmental Technology / Biobased economy (EMT).

A large number of enterprises, knowledge institutes and intermediary organizations or developmentcompanies based in East Netherlands are involved in shaping the economic policy with input fromvarious viewpoints.

3.11.2.5. ASSESSING EASTERN NETHERLANDS’S S REGIONAL ENTREPRENEURSHIP CAPACITY: REWARDS& NORMS

Professional recognition. Openness and willingness to cooperate in innovation projects (both national and international)

Entrepreneurial spirit / business instinct.

3.11.2.6. ASSESSING EASTERNNETHERLANDS’S REGIONAL INNOVATION CAPACITY: DEMAND

Procurement policies of government. Procurement policies of companies. Demand for more sustainable and cradle-to-cradle solutions.

Transparent chains.

63



Agro & Food.









Transparent chains.

63



Agro & Food.









Transparent chains.

64

S O UTHE RN N ETH ERL A N D S N L 4

3.12 ASSESSING SOUTHERNNETHERLANDS’S REGIONAL CAPACITY

3.12.1. ASSESSING SOUTHERNNETHERLANDS’S REGIONAL INNOVATION CAPACITY

3.12.1.1. ASSESSING SOUTHERNNETHERLANDS’S REGIONAL INNOVATION CAPACITY: PEOPLE

In the Southern Netherlands there is a strong school system with a strong focus on innovation.This is not restricted to the universities in this region, but also extends to the universities ofapplied science and the senior secondary vocational education (MBO). In the primary workingarea of AgriFood Capital there universities of applied science and senior secondary vocationaleducation (MBO) have combined their forces in Grow Campus, a centre of expertise for agrofoodthat aims to build collaborations between these schools to foster the bigger research needs ofcompanies in the region and beyond

Entrepreneurs, scientists, lecturers and students work together at this and other centres, thusimproving the fit between vocational and professional education and the labour market.

3.12.1.2. ASSESSING SOUTHERNNETHERLANDS’S REGIONAL INNOVATION CAPACITY: FUNDING

The policy mix is based on the following five domains: People, Technology, Business, Basics andGovernance. These domains jointly determine the business climate in a competitive environment, globalor otherwise.

Zuid-Nederland is committed to applying this policy mix, comprising the five aforementioned domains,to the top clusters and the cross-overs between them. The following three movements, which areimportant for Zuid-Nederland’s economy, will be launched:

The creation of innovations and new activities in these basic sectors; The support of the transitions of these sectors to new markets, better innovation processes, new

products and services and more sustainable production processes; Building on and maintaining strength and power and utilising growth potential via cross-overs.

The financial efforts (investments and expenditure) for the period up to 2015 for actions regarding thefive domains have been estimated at approximately € 2 billion annually.

3.12.1.3. ASSESSING SOUTHERNNETHERLANDS’S REGIONAL INNOVATION CAPACITY: INFRASTRUCTURE

High-tech, Chemistry and Agriculture & Food clusters.

European Institute of Innovation and Technology. Regional Training Centres.

64
















64
















65

Centres of Expertise (e.g. on insect breeding, consumer behavior in food, taste, reducing foodwaste,food for special target groups).

3.12.1.4. ASSESSING SOUTHERNNETHERLANDS’S REGIONAL INNOVATION CAPACITY: POLICY

Despite a large self-organising capacity at regional level, the policy mix is characterised by a multilevelgovernance angle. Problems and opportunities must be tackled at the most appropriate scale level, wherethe policy responsibility lies and suitable instruments are available. For promoting innovation, forexample, the regional scale level is the most appropriate as this is the level on which actors cooperateintensively with one another. It is, furthermore, important that regions fit in with the central governmentand EU’s policy and instruments. In the case of the EU, these include the functioning of the internalmarket, the European Research Area, the Horizon 2020 programmes (including the EIT and current andfuture KICs), COSME and the Structural funds. In the case of the central government, these includepolicy on education, science, innovation and infrastructure. At the scale level of the regions in Zuid-Nederland, the emphasis is on the further development of clusters, or the regional innovationecosystems, and on the relationship between education and the labour market. As regards increasing theintensity of R&D, the aim is to raise public R&D expenditure from the current € 0.35 billion to € 0.65billion by 2020, and to raise private R&D expenditure from the current € 3.3 billion to € 4 billion by2020.

3.12.1.5. ASSESSING SOUTHERN NETHERLANDS’S REGIONAL INNOVATION CAPACITY: REWARDS &NORMS

Intelligent Community of the Year 2011

65






65






66


Development of smart production systems (precision farming) using Internet-of-Things solutions,robotics, advanced management systems, advanced materials and other technologies.

Implementation of sensing technologies, e.g. early detection of diseases to reduce use of antibiotics.

Development of advanced technologies for food production; characterization of functional foods;

biorefinery solutions for food and waste streams.

Development of new techniques in food logistics, e.g. decreasing “last mile” costs and use of big data.

3.12.2. ASSESSING SOUTHERNNETHERLANDS’S REGIONAL ENTREPRENEURSHIP CAPACITY

3.12.2.1. ASSESSING SOUTHERN NETHERLANDS'S REGIONAL ENTREPRENEURSHIP CAPACITY: PEOPLE

Eindhoven University of Technology (TU/e): Health, Energy and Smart Mobility. Maastricht University (UM): Quality of Life, Learning and Innovation, Europe and the

Globalising world.

Tilburg University (UvT): Social Innovation.Within the primary working area of AgriFood Capital universities of applied science en seniorsecondary vocational education (MBO) have adapted mandatory curriculum on entrepreneurshipfor all students and this is strengthened by networking and mentorship programs (e.g.OndernemersLift+, Grow Campus, WesterToren Innovation Centre, Jamfabriek).

3.12.2.2. ASSESSING SOUTHERN NETHERLANDS'S REGIONAL ENTREPRENEURSHIP CAPACITY: FUNDING

The policy mix is based on the following five domains: People, Technology, Business, Basicsand Governance. These domains jointly determine the business climate in a competitiveenvironment,global or otherwise.

Zuid-Nederland is committed to applying this policy mix, comprising the five aforementioneddomains, to the top clusters and the cross-overs between them. The following threemovements,which are important for Zuid-Nederland’s economy, will be launched:

The creation of innovations and new activities in these basic sectors.

The support of the transitions of these sectors to new markets, better innovation processes, newproducts and services and more sustainable production processes.

Building on and maintaining strength and power and utilising growth potential via cross-overs.

3.12.2.3. ASSESSING SOUTHERN NETHERLANDS'S REGIONAL ENTREPRENEURSHIP CAPACITY:INFRASTRUCTURE

66










Globalising world.









66










Globalising world.









67

High-tech, Chemistry and Agriculture & Food clusters. Many of the cooperative structures betweenuniversities and the business sector are regionally embedded. This is expressed in various ways,including in the fact that two Knowledge and Innovation Communities (KICs) of the European Instituteof Innovation and Technology [EIT] are located in the region. The EIT’s objective is to enhanceeconomic growth and competitiveness by increasing innovative capacity, which it accomplishes bymeans of the aforementioned KICs. In KICs, higher educational and research institutes and the businesssector organise themselves around a theme that is highly relevant or essential for society. Co-locationsof the KIC Inno Energy and KIC

ICT Labs are located in Zuid-Nederland.

3.12.2.4. ASSESSING SOUTHERN NETHERLANDS'S REGIONAL ENTREPRENEURSHIP CAPACITY: POLICY

Hundreds of people and organisations (entrepreneurs and representatives of Original Equipment,Manufacturers [OEMs], SMEs, knowledge institutes and authorities) have been involved in therealisation of these strategies and implementation programmes in recent years. The strategies andprogrammes are further covered and supported in terms of policy by provincial economic developmentagendas. They are the result of a process that goes back more than ten years and that has beendeveloping continually, in terms of both scope and content.

The following triple helix network organisations are active at the subregional level: Strategic BoardZuidwest-Nederland, Midpoint Brabant, AgriFood Capital, Stichting Brainport and BrainportDevelopment, Commissie Brainport 2020, Greenport Venlo, Limburg Economic Development andKeyport 2020. The regional development corporations LIOF, BOM, REWIN and Impuls Zeeland arealso active at the sub regional level.

3.12.2.5. ASSESSING SOUTHERN NETHERLANDS'S REGIONAL ENTREPRENEURSHIP CAPACITY: REWARDS& NORMS

ICF award Intelligent Community of the year 2011, 2011; Eurocities award for cooperation, 2010; Biobased Delta, Copenhagen 2012;

iMobility Award 2012, Netherlands Organization for Applied Scientific Research (TNO)/ Dutch Integrated Testsite for Cooperative Mobility (DITCM);

Piet Heyn Challenger Award, Brainport Industries, 2012; Venlo-Venray Hotspot Logistiek, 2010 and 2011;

Region West-Brabant Hotspot Logistiek, 2012.

3.12.2.6. ASSESSING SOUTHERN NETHERLANDS'S REGIONAL INNOVATION CAPACITY: DEMAND

Open new markets and chain for IDE. To enhance private investment culture within the IDEs (crowdfunding, business angels, …) to

stimulate R&D and business development.

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67














68

4. CONCLUSIONS

ANDALUCIA ES61

OVERALL ASSESSMENT OF ANDALUCIA’S REGIONAL INNOVATION CAPACITY:

PEOPLE Pool of innovators

Networks

Good undergradeducation.

Gap in levels of commitment to STEMeducation particularly at the Masters level &PhD in some sectors.

FUNDING Funding for research

Government programs

Corporate R&D spending

Commitment to research

Gap in targeted funding of research inacademia focused on larger projectsconnected to regional needs.

INFRASTRUCTURE Physical infrastructure

Example: hi speed internet

Effective basic infrastructure for innovation

Gap in infrastructure investments related tospecific areas of innovation-expertise.

POLICY Clear rules around patents

Clear support for STEMeducation

Some IP best practice exists in region.

Gap in clarity of IP rules and need to sharebest practice.

REWARDS &NORMS

Experimentation culture

Celebration of invention andinnovation

Rewards to innovation

Limited rewards for innovation particularlyfor innovation with high commercial impact.

Limited celebration of innovation in theregion.

DEMAND Nature of companies inregion (relates directly tocluster analysis)

Limited and not focused enough today

68

4. CONCLUSIONS

ANDALUCIA ES61



Networks




Government programs












REWARDS &NORMS








68

4. CONCLUSIONS

ANDALUCIA ES61



Networks




Government programs












REWARDS &NORMS








69

OVERALL ASSESSMENT OF ANDALUCIA’S REGIONAL ENTREPRENEURIAL CAPACITY:

PEOPLE -

ENTREPRENEURS

Entrepreneurship Education &

Training

Groups to share info

High levels of overall entrepreneurship

but not in IBE e-ship; Gap in level of

entrepreneurial skills and strong need to

differentiate between IDE & SME

FUNDING Government early stage funding

Angel funding

Private & public risk capital

Funding programs put in place and room

for improvement but supply of cash now

exceeds demand from quality investment

opportunities

INFRASTRUCTURE Real estate

Voice & Data Communications

Services for start ups (legal,

acting, HR, transportation)

Effective levels of physical infrastructure

for e-ship including space, transportation

etc.. Services infrastructure less clear but

gov filling role now.

Gap in legal services specifically IP law.

POLICY Regulations & laws

(consistency, bankruptcies)

Taxes/incentives

Targeted funding

Ease of start-up and doing business still

low in European rankings – room for

improvement. Concerns about

consistency of funding in current crisis.

General design of programs is good.

CULTURE

REWARDS &

NORMS

Recognition in press for success

Rewarded for trying

Societal stigma or halo


Society norms push best to government

& away from e-ship. Success can be seen

negatively.

DEMAND Procurement policies of

government

Procurement policies of

companies

Other sources

Perceived very limited government role

in linking procurement to

entrepreneurship directly or encouraging

other companies

69


PEOPLE -

ENTREPRENEURS


Training







Angel funding





opportunities












Taxes/incentives

Targeted funding






CULTURE

REWARDS &

NORMS


Rewarded for trying





negatively.


government


companies

Other sources




other companies

69


PEOPLE -

ENTREPRENEURS


Training







Angel funding





opportunities












Taxes/incentives

Targeted funding






CULTURE

REWARDS &

NORMS


Rewarded for trying





negatively.


government


companies

Other sources




other companies

70

COMUNIDAD DE MADRID ES30

OVERALL ASSESSMENT OF COMUNIDAD DE MADRID’S REGIONAL INNOVATION CAPACITY:


Networks

Drain of young professionals.

High rate of people working on

R&D activities.

High number of highly skilled

professionals.




Low corporate and public R&D

expenditure.

-Enough funding programs at

international level: FEDER, FSE,

H2020.

Government programs:

Avalmadrid, innoempresa

Private funding.



Gap in collaboration between IDEs.

Systematic subsystems:

i.e. Scientific, Technological etc.

Physical infrastructure.

Example: hi speed internet.

POLICY Clear rules around patents.

Clear support for STEM education

Bureaucratic and organizational

problems limiting the connection

between industry and research.

Federal & regional targeted

programs

Clear rules around patents


REWARDS &

NORMS


Celebration of invention andinnovation.

Limited rewards and celebration of

innovation.


70




Networks



R&D activities.


professionals.





expenditure.



H2020.



Private funding.














programs



REWARDS &

NORMS




innovation.


70




Networks



R&D activities.


professionals.





expenditure.



H2020.



Private funding.














programs



REWARDS &

NORMS




innovation.


71

Rewards to innovation Celebration of invention and

innovation.

DEMAND Nature of companies in region(relates directly to cluster analysis)

Not enough innovation comparing

with other European Region.

Nature of companies in region

(relates directly to cluster analysis).

More technical employees

OVERALL ASSESSMENT OF COMUNIDAD DE MADRID’S REGIONAL ENTREPRENEURIAL CAPACITY:

PEOPLE -

ENTREPRENEURS


Training


Limited encouragement for women

entrepreneurship.

Highly qualified young people with

entrepreneurial motivations.

Entrepreneurship Education & Training



Angel funding


Funding programs put in place and

room for improvement but supply of

cash now exceeds demand from quality

investment opportunities.

Public fundings promoting

internationalization:ENISA, ICO

Private funds through Banks, Business

angles networks etc



Services for start ups (legal, acting,

HR, transportation)

Lack of technological start-ups.

Real estate support for entrepreneurs:

MADRID EMPRENDE; agency from

Madrid City Hall enhancing support for

entrepreneurs.

Entrepreneurs portals to support

entrepreneurs at regional level.

71


innovation.








PEOPLE -

ENTREPRENEURS


Training



entrepreneurship.






Angel funding









angles networks etc




HR, transportation)





entrepreneurs.



71


innovation.








PEOPLE -

ENTREPRENEURS


Training



entrepreneurship.






Angel funding









angles networks etc




HR, transportation)





entrepreneurs.



72

POLICY Regulations & laws (consistency,

bankruptcies)

Taxes/incentives

Targeted funding

Not enough initiatives to support

entrepreneurship.

Regulations & laws.

Taxes/incentives.

Targeted funding.

CULTURE

REWARDS &

NORMS


Rewarded for trying


Limited recognition of entrepreneurs at

local and national level.

Rewarded for trying.

DEMAND Procurement policies of government

Procurement policies of companies.

Other sources .

Perceived support from governments

and large enterprises are not enough for

entrepreneurship enhancement.

Procurement policies of government

and companies.

72


bankruptcies)

Taxes/incentives

Targeted funding


entrepreneurship.

Regulations & laws.

Taxes/incentives.

Targeted funding.

CULTURE

REWARDS &

NORMS


Rewarded for trying







Other sources .





and companies.

72


bankruptcies)

Taxes/incentives

Targeted funding


entrepreneurship.

Regulations & laws.

Taxes/incentives.

Targeted funding.

CULTURE

REWARDS &

NORMS


Rewarded for trying







Other sources .





and companies.

73

PORTUGAL NORTE PT11

OVERALL ASSESSMENT OF PORTUGAL NORTE´S REGIONAL INNOVATION CAPACITY:


Networks

High levels of PhDs in ScienceTechnological areas.

Good position in ranking of RTD units.


Government programs


Several regional operational program with animportant European founds available.

Private funding of innovation is still verysmall in comparison with EU average.



Very complete and efficient in terms of high-speed internet access, high ways for roadtransport and new buildings and businesscenters. Poor train infrastructure andevolving maritime commerce infrastructure.

To grow attractiveness in term of worlds-class RTD Institutes and innovativeindustries, with critical mass and potentialfor high quality RTD activities.



To manage EU programs base on Portugalfounds.

National level definition of research andinnovation policies.

REWARDS &NORMS




Moderated status of innovation with asignificant improvement.

Growing support for transforming ideas intobusinesses.


Not enough government support

Companies are only now changing theparadigm from low wages to innovation asthe winning factor in the global economy

73

PORTUGAL NORTE PT11



Networks




Government programs












REWARDS &NORMS









73

PORTUGAL NORTE PT11



Networks




Government programs












REWARDS &NORMS









74

OVERALL ASSESSMENT OF PORTUGAL NORTE’S REGIONAL ENTREPRENEURIAL CAPACITY:

PEOPLE -

ENTREPRENEURS


Training


Decrease unemployment rate.

Many Entrepreneurship training

programmes.

High level of innovation process and

sales in SMEs


Angel funding


Medium budget to program for

improving innovation and knowledge at

early stages.



Services for start-ups (legal,


Imbalance in the infrastructures between

the coastal and inland regions



Taxes/incentives

Targeted funding

Government contribution to advance

manufacturing and promotion of new

products and technologies. Strong

political push for innovative companies,

but policy is still not well cemented.

CULTURE

REWARDS &

NORMS


Rewarded for trying


High number of innovation and

entrepreneur projects supported in the

framework of ROP.

Many TV shows focused on innovators

and entrepreneurs.


government


companies

Other sources

Relative Weakness in EPO Patents

application.

Improve in knowledge intensive

activities.

74


PEOPLE -

ENTREPRENEURS


Training




programmes.


sales in SMEs


Angel funding




early stages.









Taxes/incentives

Targeted funding






CULTURE

REWARDS &

NORMS


Rewarded for trying




framework of ROP.


and entrepreneurs.


government


companies

Other sources


application.


activities.

74


PEOPLE -

ENTREPRENEURS


Training




programmes.


sales in SMEs


Angel funding




early stages.









Taxes/incentives

Targeted funding






CULTURE

REWARDS &

NORMS


Rewarded for trying




framework of ROP.


and entrepreneurs.


government


companies

Other sources


application.


activities.

75

IRELAND IE

OVERALL ASSESSMENT OF IRELAND´S REGIONAL INNOVATION CAPACITY:


Networks

Shortage of qualified engineers.

Strong innovators.

Provision of required human

resources.


Government programs


Training and funding support for the

development of innovation at all

stages.

High business R&d expenditure-

over €2.9 Billion in 2014.

Research grants for researchers from

around the world.

EI Funding available from €80,000

to €350,000 from all disciplines in

the field of science and engineering.



Low level of intellectual community

designs.

Low level of R&D expenditures in

the public sector.

Strong requirement for Innovation

in Services & Business Processes


Attraction of foreign direct

investment by IDA Ireland.

Sufficient colleges and universities

enhancing innovation.

EI, Local EI, EEA, IDA, DCU

Alpha, and APT, DCU provide

75

IRELAND IE



Networks


Strong innovators.


resources.


Government programs




stages.




around the world.







designs.


the public sector.










75

IRELAND IE



Networks


Strong innovators.


resources.


Government programs




stages.




around the world.







designs.


the public sector.










76

innovation platforms.


Clear support for STEMeducation.

Inspite of having Innovation 2020

strategy there is a clear necessity of

new policies in order to increase

level of R&D expenditures in the

public sector

-Clear rules around patents

providing efficient and effective

system of industrial property

protection

-Innovation 2020 strategy to

increase R&D expenditure.

REWARDS &

NORMS



Rewards to innovation.

R&D tax credit represents a

potential 25% refund of costs

incurred.

Supportive innovation environment

for hi-tech multinational companies

(OECD).

Research centres, societal bodies

and funding agencies provide

commercialisation awards.


Exporters and non-exporter SMEs


Aiming to increase the number of

R&D personnel needed the

enterprise sector by 70% till 2020.

76








public sector




protection



REWARDS &

NORMS






incurred.



(OECD).










76








public sector




protection



REWARDS &

NORMS






incurred.



(OECD).










77

OVERALL ASSESSMENT OF IRELAND’S REGIONAL ENTREPRENEURIAL CAPACITY:

PEOPLE

ENTREPRENEURS


Training


Limited educated manpower interested

in entrepreneurship.

SMEs account for 99.7% of active

enterprises in Ireland.


Angel funding






Capital grants are given towards

eligible expenditure on land, building,

machinery and equipment.

€724 M investment by Irish

Government in research and

development (2014).





Decreased venture capital investments

13 research funding bodies.

One of the best country regarding

telecommunications infrastructures,

research centres with advanced

processing technology.


bankruptcies)

Taxes/incentives

Targeted funding


entrepreneurship.

Forfás responsible for policy making.

Low corporate tax rate

One of the best country in the world

with best policies for foreign direct

investment.

77


PEOPLE

ENTREPRENEURS


Training







Angel funding











development (2014).












bankruptcies)

Taxes/incentives

Targeted funding


entrepreneurship.





investment.

77


PEOPLE

ENTREPRENEURS


Training







Angel funding











development (2014).












bankruptcies)

Taxes/incentives

Targeted funding


entrepreneurship.





investment.

78

CULTURE

REWARDS &

NORMS

-Recognition in press for success



Limited base pay management.

-IBEC provides guidelines for reward

and recognition strategy.

-Government agencies provide annual

innovation awards.

-Annual bonuses, long term incentives.

DEMAND

-Procurement policies of

government


companies

-Other sources

Necessity to set out a range of

innovation measurement.

- Assistance of SMEs in Public

Procurement by Department of Public

Expenditure & Reform.

-Procurement Support Requests

(PSRs).

78

CULTURE

REWARDS &

NORMS








innovation awards.


DEMAND


government


companies

-Other sources







(PSRs).

78

CULTURE

REWARDS &

NORMS








innovation awards.


DEMAND


government


companies

-Other sources







(PSRs).

79

MAZOWIECKIE PL 12

OVERALL ASSESSMENT OF MAZOWIECKIE’S REGIONAL INNOVATION CAPACITY:


Networks

Increasing (Population growth) / HighEducation.

STEM education

Companies with the highest cost- andenergy-efficiency.

Exodus of highly educated people.

Strengthening of academic networks.


Government programs


Low investment in public research centres.Loss EU funding.



Highest ICT potential in the country.

Insufficient transport infrastructure.

Many clusters.



High national patent private.

REWARDS &NORMS





Limited ability for universities to providestrong incentives for innovation

DEMAND Nature of companies in region(relates directly to clusteranalysis)

Concentration of the most innovativecompanies.

79

MAZOWIECKIE PL 12



Networks


STEM education





Government programs







Many clusters.




REWARDS &NORMS








79

MAZOWIECKIE PL 12



Networks


STEM education





Government programs







Many clusters.




REWARDS &NORMS








80

OVERALL ASSESSMENT OF MAZOWIECKIE’S REGIONAL ENTREPRENEURIAL CAPACITY:

PEOPLE -

ENTREPRENEURS


Training


Highest number of enterprises per

inhabitants in Poland

Strong need to differentiate between IDE

& SME.


Angel funding


There is a significant amount of support

from the government in this area for start

ups but again it mixes SME and IBE

together




HR, transportation)

Fragmented structure of agriculture


bankruptcies)

Taxes/incentives

Targeted funding


Entrepreneurs discourage to pursue the

path they did and encourage to go into

government

CULTURE

REWARDS &

NORMS


Rewarded for trying





government

Procurement policies of companies

Other sources

Increased and strengthened cooperationin innovation and innovativenessdevelopment.

Shaping and promoting pro-innovative

and pro-entrepreneurial attitudes

fostering cooperation and creativity.

80


PEOPLE -

ENTREPRENEURS


Training





& SME.


Angel funding





together




HR, transportation)



bankruptcies)

Taxes/incentives

Targeted funding




government

CULTURE

REWARDS &

NORMS


Rewarded for trying





government


Other sources





80


PEOPLE -

ENTREPRENEURS


Training





& SME.


Angel funding





together




HR, transportation)



bankruptcies)

Taxes/incentives

Targeted funding




government

CULTURE

REWARDS &

NORMS


Rewarded for trying





government


Other sources





81

SLASKIE PL22

OVERALL ASSESSMENT OF SLASKIE’S REGIONAL INNOVATION CAPACITY:


Networks

High number of investors

A region very good connected


Government programs


Growing number of financial instruments insupport of the RD sector



High industrialization

Several important and big universities in fieldof innovation and technology



Some IP best practice exists in region

Gap in clarity of IP rules and need to share bestpractice

More focus needed in programs

REWARDS &NORMS




No visible role models

Limited rewards for invention & innovation

Limited celebration of innovation in the region.


A large number of outsourcing companies


81

SLASKIE PL22



Networks




Government programs












REWARDS &NORMS










81

SLASKIE PL22



Networks




Government programs












REWARDS &NORMS










82

OVERALL ASSESSMENT OF SLASKIE’S REGIONAL ENTREPRENEURIAL CAPACITY:

PEOPLE -

ENTREPRENEURS


Training


Increase in number of young researcher

with entrepreneurial attitudes


Angel funding


Acorrect system of funding.

It exists a limited financial allocations

earmarked for financial instruments and

barriers encountered during the

implementation




HR, transportation)

Technology Parks and Cluster of high

potential


bankruptcies)

Taxes/incentives

Targeted funding



products and technologies.

Measure to support entrepreneurship.

CULTURE

REWARDS &

NORMS


Rewarded for trying


Strong government support for the creation

of new (small) businesses is not matched by

societal norms for students/citizens to

become entrepreneurs


government


Other sources

Limited sophisticated regional demand for

the products and services of entrepreneurial

firms

82


PEOPLE -

ENTREPRENEURS


Training





Angel funding






implementation




HR, transportation)


potential


bankruptcies)

Taxes/incentives

Targeted funding





CULTURE

REWARDS &

NORMS


Rewarded for trying







government


Other sources



firms

82


PEOPLE -

ENTREPRENEURS


Training





Angel funding






implementation




HR, transportation)


potential


bankruptcies)

Taxes/incentives

Targeted funding





CULTURE

REWARDS &

NORMS


Rewarded for trying







government


Other sources



firms

83

PODKARPACKIE PL32

OVERALL ASSESSMENT OF PODKARPACKIE’S REGIONAL INNOVATION CAPACITY:


Networks

Mass emigration of talented people.

Low cooperation.


Government programs


High European budget to found aviation anaeronautical projects

Part of the public funding should beallocated to projects envisaged jointly by thekey clusters and to provide support for thefunctioning of clusters.



Important aviation environment



Lack of a clear government strategy oaviation equipment

REWARDS &NORMS




Highlights in innovation and invention



Gap in technology

83

PODKARPACKIE PL32



Networks


Low cooperation.


Government programs










REWARDS &NORMS







Gap in technology

83

PODKARPACKIE PL32



Networks


Low cooperation.


Government programs










REWARDS &NORMS







Gap in technology

84

OVERALL ASSESSMENT OF PODKARPACKIE’S REGIONAL ENTREPRENEURIAL CAPACITY:

PEOPLE -

ENTREPRENEURS


Training


Low number of highly specialized mid-

level technical management


Angel funding


Tax exemption for entrepreneurs




HR, transportation)

Establishing of many technological and

industrial parks

The unique high-tech cluster-

AVIATION VALLEY


bankruptcies)

Taxes/incentives

Targeted funding

Central domestic policy mistake

Benefits for entrepreneurs for several tax

CULTURE

REWARDS &

NORMS


Rewarded for trying


Less active support or recognition for

specific types (SME & IBE) of

entrepreneurship


government


Other sources

Limited sophisticated regional demand

for the products and services of

entrepreneurial firms

84


PEOPLE -

ENTREPRENEURS


Training





Angel funding






HR, transportation)


industrial parks


AVIATION VALLEY


bankruptcies)

Taxes/incentives

Targeted funding



CULTURE

REWARDS &

NORMS


Rewarded for trying




entrepreneurship


government


Other sources




84


PEOPLE -

ENTREPRENEURS


Training





Angel funding






HR, transportation)


industrial parks


AVIATION VALLEY


bankruptcies)

Taxes/incentives

Targeted funding



CULTURE

REWARDS &

NORMS


Rewarded for trying




entrepreneurship


government


Other sources




85

EASTERN NETHERLANDS NL2

OVERALL ASSESSMENT OF EASTERN NETHERLANDS’S REGIONAL INNOVATION CAPACITY:


Networks

Excellent school system with permanentfocus on innovation

Highly educated manpower (high number ofSTEM graduates per year, thoughdecreasing)


Government programs


Low R&D expenditure compared to totalexpenditure of private and public sectors

Externalized private R&D expenditure



Efficient innovation infrastructures




Regional policies translated into provincialpolicy agendas to tackle innovationopportunities and threats at the mostappropriate scale

REWARDS &NORMS




The creation of new tailor-made solutions forconsumers and customers is fostered throughthe creation of new value chains


More investment in technological innovation


85




Networks




Government programs











REWARDS &NORMS








85




Networks




Government programs











REWARDS &NORMS








86

OVERALL ASSESSMENT OF EASTERN NETHERLANDS’S REGIONAL ENTREPRENEURIAL CAPACITY:

PEOPLE -

ENTREPRENEURS


Training


Existence of several and diverse

networking and mentorship programs .


Angel funding


Government focusing on early stage

funding, specially through soft loans and

public investments.

Innovation regional funds are on HTSM,

Health and Agrofood.





High density of based businesses in the

aerospace, health, ICT and agrofood

sectors, compared to the national total



Taxes/incentives

Targeted funding

Regional economic policy is defined by a

large number of enterprises, knowledge

institutes and intermediary organizations

from the agrofood, health, HTSM, energy

and EMT sectors.

CULTURE

REWARDS &

NORMS


Rewarded for trying


Openness and willingness to cooperate in

innovation projects, both national and

international.

Entrepreneurial spirit and business

instinct


government


companies

Other sources

Demand for more sustainable and cradle-

to-cradle solutions.

Transparent chains.

86


PEOPLE -

ENTREPRENEURS


Training





Angel funding




public investments.












Taxes/incentives

Targeted funding





and EMT sectors.

CULTURE

REWARDS &

NORMS


Rewarded for trying




international.


instinct


government


companies

Other sources



Transparent chains.

86


PEOPLE -

ENTREPRENEURS


Training





Angel funding




public investments.












Taxes/incentives

Targeted funding





and EMT sectors.

CULTURE

REWARDS &

NORMS


Rewarded for trying




international.


instinct


government


companies

Other sources



Transparent chains.

87

SOUTHERN NETHERLANDS NL4

OVERALL ASSESSMENT OF SOUTHERN NETHERLANDS’S REGIONAL INNOVATION CAPACITY:


Networks

Strong school system with a strong focus oninnovation

In Agrofood, collaboration between differentschools to foster the bigger research needs ofcompanies in the region and beyond


Government programs


Commitment of regional government toapplying a policy mix based on “People,Technology, Business, Basics andGovernance”

Important financial efforts (investments andexpenditure) for actions regarding the fivedomains



High diversity of specialized centers ofexpertise, mainly in the Agrofood sector



Innovation policies are implemented atregional level scale

Emphasis on further development of clusters,and on the relationship between educationand labor market

REWARDS &NORMS




Intelligent Community of the Year


Development of smart production systemsusing IoT and other technologies; newtechniques in food logistics

87




Networks




Government programs











REWARDS &NORMS







87




Networks




Government programs











REWARDS &NORMS







88

OVERALL ASSESSMENT OF SOUTHERN NETHERLANDS’S REGIONAL ENTREPRENEURIAL CAPACITY:

PEOPLE -

ENTREPRENEURS


Training


Mandatory curriculum onentrepreneurship for all students inuniversities of applied science andsecondary vocational education (MBO),including networking and mentorshipprograms


Angel funding



Important financial efforts (investmentsand expenditure) for actions regardingthe five domains





Regionally embedded intermediarystructures between universities andbusiness sector (e.g. two EIT’s KICs arelocated in the region )



Taxes/incentives

Targeted funding

Regional strategies and programs arefurther covered and supported in terms ofpolicy at provincial level, with manytriple helix organizations involved

CULTURE

REWARDS &

NORMS


Rewarded for trying


High number of awards for innovationand entrepreneurship in different areas


government


companies

Other sources

Open new markets and chains for IDE

To enhance private investment culturewithin the IDEs (crowdfunding, businessangels)

88


PEOPLE -

ENTREPRENEURS


Training




Angel funding











Taxes/incentives

Targeted funding


CULTURE

REWARDS &

NORMS


Rewarded for trying




government


companies

Other sources



88


PEOPLE -

ENTREPRENEURS


Training




Angel funding











Taxes/incentives

Targeted funding


CULTURE

REWARDS &

NORMS


Rewarded for trying




government


companies

Other sources



summary benchmark of regional innovation performance and...

Documents