Our special thanks go to the seven experts who were interviewed for the elaboration of the recommendations for policy actions:
2 Executive Summary...4 1. Introduction...7 1. 1 Background and context...7 1. 2 Scope of the report...
44 4 Executive Summary Education is considered to be one of the most important factors for ensuring competitiveness
This set of 60 recommendations was developed during the'Up-Scaling Creative Classrooms in Europe'(SCALE CCR) project and based on several consultations (two expert workshops and seven in depth expert interviews
Annex 2 lists the participants of the two expert workshops held in Seville and Hong kong.
Seven semi-structured interviews with European experts and practitioners were conducted to further develop the initial set of policy recommendations for mainstreaming ICT-ELI with sustained and systemic impact.
experts; teachers; trainers; technology providers and developers; researchers. The method of sampling used was a purposive, non-probability sampling,
experts and parents-giving the sense of being a part of something larger than oneself. Policy-and decision-makers should design
extensive consultation with stakeholders, semi-structured interviews with education experts and practitioners and a number of case reports of ongoing ICT-ELI in Europe and Asia.
7-very relevant 50 Breakdowns according to the background of experts Table 19: Content and curricula policy recommendations according to the background background teacher/trainer researcher policy/decisionmaker other m (sd) n m (sd) n m (sd) n m (sd
and challenges in Member States iv Acknowledgments This report would not have been possible without the input of the Observatory's extensive network of ehealth experts and the support of numerous colleagues at the World health organization headquarters, regional,
Sincere thanks are due to over 800 ehealth experts in 114 countries worldwide who assisted with the design, implementation,
iv Executive summary...5 9 A note on terminology 11 information systems in the literature 13 2. 1 Maturity and adoption models...
income group 74 References 74 Executive summary 5 Information and communication technologies (ICTS) have great potential to improve health in both developed and developing countries by enhancing access to health information and making health services more efficient;
Executive summary Executive summary 6 This, the final report in the Global Observatory for ehealth Series
In fact there is a general level of confusion over the difference in the health sector in most countries due to overall lack of clarity by policy-makers, health professionals, and consultants;
mechanisms to develop the capacity of health workers; and options to ensure the continuity and sustainability of the effort.
and accurately guide low-skilled health care workers through the diagnosis and treatment of patients following national protocols.
The success of this programme was demonstrated by improved quality of care and a high level of acceptance by clinical workers.
Over 50 experts worldwide were involved in the process. Collaborative efforts extended to other WHO programmes as well as international organizations,
Their responsibilities included finding experts in all of the areas addressed by the survey, and organizing and hosting a full-day meeting where the survey could be completed collectively by the entire group.
and now consists of over 800 ehealth experts. Limitations Member States were limited to one response per country;
Every effort was made to select the best national experts to complete the instrument; however, it is not possible to determine
Tina Sommer-President European Small Business Alliance 1. Introduction Small Business and the EU The importance of micro companies 91.8%micro<10 employees 6
. 9%small<50 employees 1. 1%medium<250 employees 0. 2%large>250 employees 6 7 8 9 2. Small
If you are an enterprise with no more than 250 employees, an annual turnover below € 50 million or a balance sheet total below € 43 million,
meaning less than 10 employees. This group of businesses is accountable for more than two thirds of the EU's workforce.
91.8%micro<10 employees 6. 9%small<50 employees 1. 1%medium<250 employees 0. 2%large>250 employees 1
An obligation on a business, stemming from EU legislation can be perfectly manageable for a company of 200 employees,
It helps businesses to adapt to the ongoing changes of the labour market. Therefore, unemployment will be decreased
to hire new employees or to launch new products. Public Procurement Public Procurement is the purchase of goods, work or services by a government or a public agency.
The European commission issues calls for project proposals, experts and competitive calls on the FP7 website. http://cordis. europa. eu/fp7/dc/index. cfm.
In particular, its aim is to contribute to the growth of the job market. The European commission in cooperation with the Member States agree on Operational Programmes.
Social Fund (ESF) ESF under the Regional Competitiveness and Employment Objective supports the adaption of enterprises and workers through lifelong learning as well as innovation within organisations.
All SMES with less than 250 employees in all 27 EU countries are eligible. The regions under both the Convergence and Competitiveness objectives are eligible,
SME employees can develop their skills to match the continuous challenges stemming from evolving working environments.
EURES http://ec. europa. eu/eures/home. jsp? lang=en This is a portal comprising of more than 850 advisers providing information,
advice and services such as job matching of job seekers and employers. European Business and Innovation Centre Network (EBN) http://www. ebn. be This is a nongovernmental, pan-European network of more than 200 Business and Innovation Centres and similar organisations.
It is an umbrella organization providing assistance and expert advice to its members. European E-business Support Network Portal (ebsn) http://ec. europa. eu/enterprise/sectors/ict/ebsn/index en. htm ebsn is established a network by the Commission
RESEARCH & INNOVATION STRATEGY for the Midwest Region of Ireland 2014-2018 Contents List of Tables & Figures 2 Foreword 3 Executive Summary 4 CHAPTER 1
Targets & Targets set out in the National Reform Programme 15 Table 3. 1%Breakdown of Enterprises & Employees in the Midwest Region 21 Table 3 2 Midwest Employment by
Sector Q1 2012, based on FÁS Regional Labour market Bulletin 2012 & CSO Figures 21 Table 3. 3 Number of Phd Graduates Midwest Region
Oliver Garry Cathaoirleach of the Midwest Regional Authority 4 Executive Summary Introduction Research and innovation (R&i) are the cornerstones of national and regional economic growth.
Availability of skilled Labour flexibility and adaptability of workforce Attitudes to globalisation Investment incentives These global and European rankings present a snapshot of the current economic and social climate
Large enterprises(>250 employees) account for less than 1%of the total active enterprises; however, they account for 20%of total employees in enterprises.
Large enterprises and foreign direct investment (FDI) are both a significant economic contributor and employer in the Midwest Region. 21 Research & Innovation Strategy for the Midwest Region of Ireland
2014-2018 11 Limerick/Shannon Gateway and Ennis Hub as identified in the National Spatial Strategy & Midwest Regional Planning Guidelines 12 Source:
Higher education Authority<12 10-49 50-249 250+%Breakdown of Enterprises & Employees 0%20%40%60%80%100%Enterprises Employees Table
3. 1%Breakdown of Enterprises & Employees in the Midwest Region Source: CSO Business Demography 2011 & MWRA Analysis CSO figures from Q1 2012 indicate that industry was the largest employer in the Midwest Region,
employing 16%of the total workforce, with a further 14%employed in the wholesale and retail sector.
based on FÁS Regional Labour market Bulletin 2012 & CSO Figures 22 The available data indicates that
They also provide employee training and up-skilling space and information for businesses on the state supports and services that are available to them.
The personal choices of entrepreneurs and their executives can have a signifi cant impact on locational choice.
The following consultants to ITU provided substantive inputs: Pantelis Koutroumpis (Chapter 4) and Sriganesh Lokanathan (Chapter 5). André Wills,
and providing a forum for countries and statistical experts to discuss ICT measurement. Today, the Partnership is recognized internationally as the authoritative forum for advancing ICT measurement based on official statistics.
and its sub-indices are under regular discussion in ITU, in consultation with experts. Indicator definitions and the IDI methodology are discussed in the ITU Expert Group on Telecommunication/ICT Indicators (EGTI)
and the ITU Expert Group on ICT Household Indicators (EGH)( Box 2. 1). The 2014 edition of the IDI reflects updates to indicator definitions and reference values agreed upon during the 2013
meetings of EGTI and EGH. The definitions of the following core indicators of the Partnership on Measuring ICT for Development included in the IDI were revised at a meeting of EGH held in Brazil in June 2013.3 Percentage of individuals using the Internet:
ITU discussion forums on ICT statistics Much of ITU's work in the area of indicator definitions and statistical methodologies is carried out through its two expert groups:
the Expert Group on Telecommunication/ICT Indicators (EGTI) and the Expert Group on ICT Household Indicators (EGH.
these two expert groups revise and review ITU's supply-side and demand-side statistics,
and to experts in the field of ICT statistics and data collection, work through online discussion forums and annual face-to-face meetings.
and individual use of ICT included in the IDI. 4 Interested experts are invited to join the EGTI
on the one hand, and transient labourers, on the other. While virtually all Qataris and westerners have an Internet connection at home, penetration stands at 85 per cent for the overall population.
Smartphone penetration is also much lower among transient labourers (24 per cent. Therefore, increasing the penetration of newer devices such as smartphones and tablets,
GNI is the sum of value added by all resident producers plus any product taxes (less subsidies) not included in the valuation of output plus net receipts of primary income (compensation of employees
and/or paediatricians facilitate exchange between experts and parents and contribute to the attainment of physical,
voice messaging and mobile apps Online platforms are serving as an information and communication hub for health facilities and supporting conversations between community health workers, midwives, clinicians and expectant mothers MDG6
and electronic health records (EHRS) Link community health workers to the national health system/specialist support MDG7 (Ensure environmental sustainability) Reduce greenhouse gas (GHG) emissions
of employed people living below $1 (PPP) per day 1. 7 Proportion of own-account and contributing family workers in total employment-0. 263-0. 138 0. 100
In Thailand, more than 300 volunteer village malaria health workers were trained to test for malaria and directly observe the treatment of patients with confirmed malaria in remote villages.
An electronic malaria information system (e-MIS) uploaded on the health workers'mobile devices shows malaria volunteers where to find patients and the status of their treatment,
as well as the household access data, excludes transient labourers, which account for a significant proportion of residents in Qatar.
transient labourers make up 27 per cent of the overall population. 33 http://qnbn. qa/qatar-vision-2030/34 http://www. nbtc. go. th/wps/portal/NTC/!
Furthermore, the very high mobile-cellular penetration rates reached in the GCC countries are driven by large transient worker and expatriate populations.
i e. including expatriate/transient workers. Data from United arab emirates are estimated by ITU based on base data excluding the transient worker population. 12 Reported in activated external capacity. 13 http://www. ofca. gov. hk
/en/industry focus/telecommunications/facility based/infrastructures/submarine cables/index. html. 14 http://submarinenetworks. com/systems/intra-asia/sjc/sjc-cable-system. 15 http
see ITU 2014.3 This definition reflects the revisions agreed upon by the ITU Expert Group on ICT Household Indicators (EGH) at its meeting in Sao paulo, Brazil,
The collection of price data from ITU Member States and the methodology applied for the IPB was agreed upon by the ITU Expert Group on Telecommunication/ICT Indicators (EGTI) 1 and endorsed by the eighth World
for the first time, ITU collected mobilebroadband prices through its annual ICT Price Basket Questionnaire. 8 The collection of mobilebroadband price data from ITU Member States was agreed upon by the ITU Expert Group
ITU. 239 Measuring the Information Society Report 2014 1 The Expert Group on Telecommunication/ICT Indicators (EGTI) was created in May 2009 with the mandate to revise the list of ITU supply-side indicators
EGTI is open to all ITU members and experts in the field of ICT statistics and data collection.
11 These rules were presented to the Expert Group on Telecommunication/ICT Indicators (EGTI) in September 2012.
http://www. census. gov/hhes/computer/publications/2012. html. Percentage of households with computer, 2013: 1) Labour force Survey 2013.2) Cambodia Inter-censal
http://www. census. gov/hhes/computer/publications/2012. htm. Percentage of households with Internet access, 2013: 1) Labour force Survey 2013.2) Corresponds to all type of internet connections
2013: 1) Individuals aged 15 years and over. 2) Population age 16-74.3) Labour force Survey 2013.4) Individuals aged 6 and over. 5) Cambodia Inter-censal
+In the last 3 months. 15) Individuals age 3 and above. 16) Refers to total population. 17) Individuals 5+.Excluding population living in workers'camps. 18) Population age 10
June 2) Incl. fixed wireless broadband. 3) Fixed broadband in Bhutan is provided via ADSL/DSL networks only. 4) As of 2012 it includes also FTTH. 5) Expert assessment,
which brings ideas from the world of thinkers to the executives and managers who use them.
He can be reached at didier. bonnet@capgemini. com Michael Welch is a managing consultant at Capgemini Consulting and visiting scientist at MIT's Center for Digital Business.
Acknowledgments sloanreview. mit. edu Embracing Digita l Technology MIT SLOAN MANAGEMENT REVIEW 1 Contents RESEARCH REPORT 2013 2/Executive Summary 3/Introduction
Defining the Agenda Lack of urgency The vision thing Picking a direction 8/Institutional Challenges Attitudes of older workers Legacy technology Innovation fatigue Politics Sidebar:
Intel Gets Urgent 10/Executing the Change M aking a Case for Digital Transformation Incentives 12/Conclusion Executive Summary Companies routinely invest in technology,
MIT Sloan Management Review and Capgemini Consulting conducted a survey in 2013 that garnered responses from 1, 559 executives and managers in a wide range of industries.
93%of employees feel that it is the right thing for the organization. But, a mere 36%of CEOS have shared such a vision.
Previous research with executives by the MIT Center for Digital Business and Capgemini Consulting showed that many companies struggle to gain transformational effects from new digital technologies
p. 3.)It shows that frontline corporate employees believe they face a strategic imperative to successfully adopt emerging new technologies.
which involved interviews with executives at 450 large companies, MIT Sloan Management Review and Capgemini Consulting conducted a broadbased online survey.
Executives need to lead the process and make sure they're managing and coordinating across the company.
Employees know that technology matters: a full 78%of respondents said achieving digital transformation will become critical to their organizations within the next two years.
Digirati companies have executives that share a strong vision for what new technologies bring, invest in and manage digital technologies quickly and effectively,
providing capabilities for employers, information, data, much more like a financial services type of scenario. Technology has always been important to our business,
The survey found that A current affair Almost half of employees think digital transformation is upon us,
and services Ensure cross-channel consistency Automate our operational processes Enhance the productivity of our workers Improve internal communication Expand our reach to new customers
the less satisfied workers are with the pace of digital transformation at their organizations. A third of C-level executives and board members think the pace of change is about right,
and another 10%think it is fast, or even very fast. CEOS are particularly bullish 53%think the pace is right, fast,
But employee skepticism can also impede pace even when leadership is on board to promote digital transformation.
it had huge buy in fully 93%of employees agreed that digital transformation was the right thing right now for their companies to do,
Why would two-thirds of executives fail to articulate a vision for digital transformation? At least part of the reason comes from choosing the right way forward.
For instance, executives must decide what to transform first: Customer relationships? Internal operations? The business model? Any individual step requires multiple, coordinated actions.
It can also require executives to reframe what they think about their business. Wellpoint's Lori Beer recalled that
Attitudes of older workers Responses to the survey suggest a deep-rooted perception that older people will have trouble reframing.
Figure 6 ppt11 50%40%30%20%10%0%C-level executives and board members CEO/President/Managing director Managers Staff Very fast Fast About right
Older executives and managers need to understand that their age can undermine faith in their ability and interest in leading digital transformation,
One executive responded to the survey by saying Our service offering is digital collaboration solutions,
Intel's top 25 executives gathered for a strategy discussion led by Stevenson and the head of human resources.
All company employees are now on an internal social network. Intel has also set up teams based on accounts
According to Stevenson, We had the top 25 executives in the company buy in to the strategy.
There is enough resistance from organizational and cultural factors that not having clear structures makes it risky for workers to push for digital transformation.
%Incentives One obvious way for executives to clear a path for digital transformation is to give employees incentives.
personal advancement) rather than hard financial factors (see Figure 9). Better incentives might help ease employee concerns about digital transformation.
Another said that the pace of digital transformation demanded such speed that it is at risk of diluting employee morale.
and companies should designate a specific executive or executive committee to spearhead efforts. Companies should take small steps, via pilots and skunkworks,
Executives and employees need clear rewards for making digital transformation a priority. There are two wrong ways to approach (digital transformation
The only wrong move for executives, then, would be not making any move. MIT Sloan Management Review MIT Sloan Management Review leads the discourse among academic researchers,
and innovative ideas so that thoughtful executives can capitalize on the opportunities generated by rapid organizational,
164 Page 5 of 170 EXECUTIVE SUMMARY Europe 2020 The Strategic Initiative for Europe The National Strategy on Digital Agenda for Romania targets directly the ICT sector, aims
Ministry for Information Society (responsible) Ministry of Economy (support) Ministry of Public Finances (support) Ministry of Labor (support) Promotion of the competitiveness clusters and of the employees'specialization in this field especially in the excellence centers:
the investments was around 3 billion RON, significantly lower than in other countries with a total number of employees of 128.000 in the field of ITC.
The goal for 2020 is to reach 250.000 employees for Romania. While in recent years the ICT sector has observed a slowdown in terms of development and employment,
being funded by a combination of employer and employee contributions to the National Health insurance Fund (NHIF) and of direct allocations from the state budget.
public libraries are an invaluable resource to job seekers. Internet access In public Libraries Supports Agriculture, Romania's Primary Job Sector Public libraries are actively helping the 70%of citizens in rural areas of Romania that are employed in the agriculture sector that accounts for up to 12%of national GDP.
and e-Employment services can be extended to all. Public libraries Connect Older Adults to New Skills and Communities To ensure that older people can fully engage in a digital society,
In 2011,128, 000 employees were active in the ITC field, which stands for approximately 3%of the overall man power.
Strategic Lines of Development Lines of action Description/Comments Promotion of innovative clusters and competitiveness poles for regional growth Promotion of the competitiveness clusters and of the employees'specialization in this field especially in the excellence centers:
Average number of employees (thousands individuals) 128,0 131,2 Turnover of enterprises (mil. lei) 40113,3 37254,2 Staff costs (mil. lei) 6671,1 7065,1 Gross
42674 employees were conducting their activities in the R&d sector, roughly the same number registered in late 2011.
Page 105 of 170 Employees in ICT In 2012,131. 200 of employees were active in the field of TIC, around 3%of the overall workforce.
%)The lowest share of households with Internet connection is in the North East (45.7%)and South Muntenia (47.2%)The main segments of Internet users opposite to their occupational status are skilled those of/unskilled workers (20%
at global level due to the advanced research infrastructure The non-adequate utilisation of the financing sources The mobility of the manpower towards other states,
Registration of tax liabilities affects over 5. 1 million employees Source: The Labour Inspection Purchasing a vehicle Registration of the vehicle 1. Obtaining a certificate of authenticity from the Romanian Auto Register 2. Payment of registration fees
National Agency for Employment Losing the job 1. The employment agencies are informed by the employers which intend to have certain reorganizations 30 days before the notice of dismissal 2. Submitting a notice of dismissal by the employer to the employees that are to be dismissed 3. The employment agencies
If the accident was due to the fault of the employee, he/she shall High In 2012: 3,
the employee's compensation procedures are initiated 2011, the number of accidents has dropped by 8%.Source:
and Research in Communications Private Entities Romanian Association of Consultants on Accessing European Funds Romanian Association
Led by outside experts, the working groups prepared strategic white papers in the following sectors: health care industry; ICT;
where participating experts and the competent EU committees commented the S3 drafts of Hungary and three other countries (Malta,
In accordance with the S3 methodology, the strategy development process, supplemented by consultations with EU experts,
means the panel of experts from the business and the academic world, civil society and regional development,
ensure the feedback of the experts and the public administration, support the individual subtasks, and prepare for the implementation of the strategy.
Under the leadership of appointed experts, the work organisations are jointly carrying out the organising work
An independent S3 panel of external experts will operate closely connected to the organization of the NKFIH,
The panels of experts formed for the specific topics (e g. RDI infrastructure) arising during the implementation of S3 are linked also to the work of the Office.
social organizations and government agencies as well as the investors and experts, play a key role in successful local smart specialization.
in the course of which the main sectoral specialization directions were determined inhas also consultations with the involvement of external experts and local stakeholders.
The S3 Management Team also invited other technical experts and organizations along the'quadruple helix'.
and the consistency between the two planning is ensured by a panel of experts set up for this purpose (the Inter-ministerial Working group) both during the development and the implementation processes.
in some less manpower-intensive sectors, does not necessarily mean reaching the medium-sized business category,
and labour market and the knowledge and technology transfer services (particularly in smart specialisation). Improving the quality, efficiency and openness of tertiary and equivalent education with a view to increasing participation and attainment levels, in particular to disadvantaged groups ERDF,
updating the skills of employees, and matching education and training systems to labour market needs. Rural Development Programme, RDP The priority,
which is relevant to R&d&i is the action M01 within priority 1 (Fostering knowledge transfer and innovation in agriculture, forestry and rural areas) of the Rural Development Programme:
x x to be elaborated Pilot incubator programme x x x x 1 Elaboration of further pilot projects x x to be elaborated 1-professional supervisor and controller;
in addition, the most appropriate and competent experts carry out the work, which develop the local and the national economy.
901 6, 800 KSH annually proportion of companies engaged in technological innovation%2010 18.42 21.00 Eurostat biannually proportion of persons employed by the high-tech and medium-high-tech manufacturing industry to the number of employees%2012
Fabrizio Sestini European commission DG CONNECT Senior Expert (Advisor) Digital Social Innovation 4 Growing a Digital Social Innovation Ecosystem for Europe What is it?
and transparency by supporting journalists and other experts to access information and report key stories.
The workshop brought together over 70 DSI practitioners, researchers, experts, and poliy makers from different European countries,
when they were founded, turnover, number of users, size of organisation, employees etc) What they were trying to achieve with their service,
often done in collaboration with external entrepreneurs and internal government policy experts. Engaging citizens and nonprofits to find new ideas These labs focus on opening up government to voices and ideas from outside the system,
Qualitative responses to the idea-interviews or meetings/consultation with key stakeholders, such as domain experts and possible purchasers of the service to establish what social challenges need to be addressed
which looks at key statistical sources for measuring input (such as firm level micro data, R&d statistics, labour force survey),
Sigma Orionis Mayo Fuster Morrell Fellow of the Berkman Centre, Researcher, Institute of Govern and Public Policies (AUB) Gohar Sargsyan Adviser and founding member, OISPG;
Consultant Logica Daniel Kaplan Founder and CEO, The next-Generation Internet Foundation Simona Levi Founder, Forum for the Access to Culture and Knowledge Markkula Markku Committee
We would also like to thank the experts from around Europe who attended our DSI policy workshop in Brussels on February 17th, 2014,
Over the course of this project we have spoken to numerous experts in the Europe and internationally,
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