Executive Summary 4 Executive Summary If we take a look on the allocation of relevant RDI subsidies sector by sector,
other labour market data relate to 2012, or were taken from census findings for 2011. We also deploy a number of regional econometric methods, the findings
it could be the case that it employs R&d support workers only, or employs staff under assignment contracts (HCSO 2012, p. 106).
statutory benefit and contributions paid by the employer into various funds; social welfare contributions paid under a collective agreement, sectoral agreement or ad hoc work contract;
social welfare benefits paid directly to the employee and social welfare contributions paid on behalf of employees. 20 2. The county and regional level characteristics of GDP and R&d 2. 2. 3 FTE headcount of researchers by county Figure 16:
Number of researchers (FTE, 2011) Source: The National Innovation Office RDI Observatory's map imaging based on HCSO data.
and indeed is even more important than other labour market indicators. In this chapter we will therefore analyse in detail some of the available employment indicators in a breakdown by county,
however, part of the explanation must be that in highly developed regions there are many more job seekers with a degree, not to mention the brain drain phenomenon,
it could be the case that it employs R&d support workers only, or employs staff under assignment contracts (HCSO 2012, p. 106).
of all manufacturing industry workers, 2011(%)1 40 49 49,2 32,4 49,5 30,2 25,5 13 Number of people employed by knowledge intensive services companies as a percentage of all service industry workers,
2011(%)1 54.6 49.4 48.2 55.4 54.6 56.4 51.5 14 Number of higher education lecturers, 2011 1 10 842 1 248 1
List of Tables 06 List of Maps 06 Foreword 07 Executive Summary 08 Section 1:
Health Service Executive ICT Information & Communications technology ICZM Integrated Coastal Zone Management IDA Industrial Development Agency INTERREG EU Community Initiative that helps Europe
John Cummins Cathaoirleach July 2010 Regional Planning Guidelines for the Southeast Region 2010-2022 89 Executive Summary Executive Summary The Southeast Regional Authority
This Executive Summary summarises each Section of the Guidelines. Section 1 Section 1 sets out the legislative framework for regional and national policy covering planning and environmental issues.
Regional Planning Guidelines for the Southeast Region 2010-2022 Executive Summary 9 The population targets for each local authority area and for the main settlements in the region are set out in the tables below:
DUNGARVAN 8, 362 10,000 11,600 13,400 Regional Planning Guidelines for the Southeast Region 2010-2022 Executive Summary Specific sections on the Gateway, Hubs, County towns
The Climate Change Strategy will seek to achieve the 40%renewable energy target for 2020 set by Government. 10 11 Regional Planning Guidelines for the Southeast Region 2010-2022 Executive
Guidelines for the Southeast Region 2010-2022 Executive Summary Section 9 The key message of Section 9 is integrated that an approach to river catchment management is essential to manage
and communities to reduce distance from employment services and leisure facilities and to make better use of existing and future investments in public services,
and progressing of social and economic policies as well as a productive and competitive economy and the availability of rewarding employment opportunities.
The value of goods and services produced per worker in 2007 was significantly below the national value (73.4%of the national level.
and services added per worker is significantly below the national average. The two key challenges facing the region are to enhance the rate
which there has been a shift towards services employment in recent years with a consequent reduction in the proportion of the labour force employed in the agricultural sector.
and labour force mass by integrating Waterford and the main urban centres around the Gateway along the economic and transport corridors of the
The growth and development of these towns are influenced greatly by the availability of services and employment opportunities in the city.
There are approximately 17,000 employees in Enterprise Ireland client companies across the region (Southeast Regional Competitiveness Agenda, Forfás, 2009.
and ensuring an effective supply of employment opportunities and services. This enables areas to hold on to existing population, both urban and rural,
To provide a wider range of sustainable employment opportunities that would reflect both the current and future ranges of skills;
The deficit arising from the limited fourth-level education opportunities in the region is resulting in a drain of knowledge workers
Foreign Direct investors and HPSU Principals in promoting and developing training/education models for workers in high value industrial activities.
Similarly, unemployed workers in the region will need to gain the skills that can help them regain employment.
and Skills sector of further education as a positive step towards advanced training and reskilling of the labour force.
and reskilling of the labour force. 4. 7 Retail Strategy The Regional Authority would encourage preparation of a Joint Retail Strategy for Waterford and its environs.
and cultural life, coupled with broad employment opportunities and a wide range of services including education,
and empower the workers within the industry to contribute to the development of that sector.
and are significant employers and exporters. Although the performance of the region in terms of High-Potential Start-up (HPSU) companies has been comparatively low,
A particular challenge for the region will be to address skills development needs of those employees emerging from these sectors
Specific regional initiative on upskilling-focussing on people in the labour force with basic or redundant qualifications and innovative delivery/access.
A realistic plan with achievable targets can provide many benefits for employers, employees and to members of the wider community.
Plan guidance should be sought from‘The Route to Sustainable Commuting An Employer's Guide to Mobility Management Plans'issued by the Dublin Transportation Office.
or informal institutional structures to coordinate and optimise planning and delivery. 7. 1 Health care The health service in the Southeast is managed by the Health Service Executive,
and cultural life coupled with broad employment opportunities and a wide range of services including education, healthcare,
terraced townhouses and workers'cottages. Other features of the vernacular heritage include farm complexes, shop fronts, limekilns, bridges, rubblestone walls and street furniture such as water pumps, milestones, wrought iron gates and railings.
-Ingegneria dei Sistemi S. p. A Professor Rüdiger Iden, Senior vice president, BASF SE Jan Lamser, Member of Board of directors and Senior Executive Offi cer, CSOB
Tom Fleming, Consultant on creativity and economic development 7 Table of contents 1) Reinvent Europe through Innovation 2) Five propositions for action 2. 1) Broadening innovation:
I have had the opportunity to work at a large number of companies as an operational manager or a consultant.
We passionately believe that innovation is not a minor policy area for a small group of experts.
of Board of directors and Senior Executive Offi cer, CSOB Bank (member of KBC Group) Professor Rüdiger Iden, Senior vice president, BASF SE Dr Anne Stenros, Design
Tom Fleming, Consultant on creativity and economic development This report and the work of the panel were supported by DG Enterprise and Industry as part of the preparations for a new European innovation policy.
60 Executive summary The Europe 2020 Strategy for smart, sustainable and inclusive growth sets out the targets that the European union is to meet by the year 2020 in the fields of research and innovation, climate change
and supporting labour mobility. 9. Promoting social inclusion and combating poverty. 10. Investing in education, training and vocational training for skills and lifelong learning. 11.
and support labour mobility 7. To promote sustainable transport and remove bottlenecks in key network infrastructure 9. To promote social inclusion and combat poverty 10.
For this reason, it is vital to promote incentives to enable workers at existing companies
and use of tacit knowledge acquired by workers. To decrease legal barriers to entrepreneurship. To simplify legal and contractual procedures for entrepreneurship in knowledge centres.
For this reason, to improve The english skills of today's pupils is to train the workers of the future.
Evaluation always involves the participation of independent experts. Catalonia has acquired experience and best practices in evaluating the impact of R&i tools.
which will be carried out by independent experts. 4. 4. 3. Review The RIS3CAT system of governance provides for continuous review based on the evolution of monitoring indicators and conditioning factors in the environment.
60 Executive summary The Europe 2020 Strategy for smart, sustainable and inclusive growth sets out the targets that the European union is to meet by the year 2020 in the fields of research and innovation, climate change
and supporting labour mobility. 9. Promoting social inclusion and combating poverty. 10. Investing in education, training and vocational training for skills and lifelong learning. 11.
and support labour mobility 7. To promote sustainable transport and remove bottlenecks in key network infrastructure 9. To promote social inclusion and combat poverty 10.
For this reason, it is vital to promote incentives to enable workers at existing companies
and use of tacit knowledge acquired by workers. To decrease legal barriers to entrepreneurship. To simplify legal and contractual procedures for entrepreneurship in knowledge centres.
For this reason, to improve The english skills of today's pupils is to train the workers of the future.
Evaluation always involves the participation of independent experts. Catalonia has acquired experience and best practices in evaluating the impact of R&i tools.
which will be carried out by independent experts. 4. 4. 3. Review The RIS3CAT system of governance provides for continuous review based on the evolution of monitoring indicators and conditioning factors in the environment.
which had been adopted with the involvement of a large number of experts, were taken into account by the NEKIFUT working groups when making proposals,
a Working group consisting of national experts has also been created, which has a general decision-preparing role in every issue concerning research infrastructures.
and the experts of the NEKIFUT project in the prioritization of S3. In this regard the RI Working group compiled a shorter priority list professionally justified for Hungary,
In terms of S3, the RI Working group is particularly responsible for the preliminary assessment of the requests for connecting to certain foreign infrastructures with the involvement of experts
it has been a multi-stage process, primarily based on the evaluation of the Working groups of the three large disciplines (physical sciences, life sciences and social sciences and humanities) and external experts, the result
and Social enterprises also provide employment opportunities and contribute to the social fabric of local communities,
Scientific Adviser to The irish Government. The group was chaired by a senior industry figure. The process was managed by Forfás, Ireland's National Policy advisory agency,
Technical experts were appointed to the groups to facilitate their work. The four TWGS and their respective scopes are set out in the Table 1 below. 14 Table 1:
16 Forfás and the consultants prepared detailed assessment of each of the proposed areas using a SWOT analysis based on the four high-level criteria and associated sub-questions.
Data repositories serviced by experts to capture and enable the exploitation of publicly available data from research and administrative sources to benefit future research;
to enhance Ireland's labour force capacity. Discover Programme The Discover Programme (formerly Discover Science and Engineering), managed by SFI,
and Social enterprises also provide employment opportunities and contribute to the social fabric of local communities,
Scientific Adviser to The irish Government. The group was chaired by a senior industry figure. The process was managed by Forfás, Ireland's National Policy advisory agency,
Technical experts were appointed to the groups to facilitate their work. The four TWGS and their respective scopes are set out in the Table 1 below. 14 Table 1:
16 Forfás and the consultants prepared detailed assessment of each of the proposed areas using a SWOT analysis based on the four high-level criteria and associated sub-questions.
Data repositories serviced by experts to capture and enable the exploitation of publicly available data from research and administrative sources to benefit future research;
to enhance Ireland's labour force capacity. Discover Programme The Discover Programme (formerly Discover Science and Engineering), managed by SFI,
Meetings with experts, universities, research centres, clusters, companies, chambers of commerce Public consultation Advice and review from several consultative bodies with participation of social, education, trade union
internal (islands) and external Significant labour force with a low educational level High unemployment Unbalanced productive structure and consequent inertia Extra-costs for essential infraestructuresand services (eg.
/docoffic/official/communic/comm en. htm 8 Smart specialisation has also been advocated strongly by the Synergies Expert
'a Policy Brief of the Knowledge for Growth Expert Group advising the then Commissioner for Research, Janez Potocnik. 13 Firstly, a transition from an existing sector to a new one based on cooperative institutions and processes,
and can rely on a trained local labour force and a history of cooperative relations with other regional actors.
and workers should all be taken on board of the design process of RIS3. In other words this means that the governance model includes both the market and the civic society.
preparation, assessment (a review by peer regions and experts) and post-review follow-up. Stage 1:
During this preparatory stage, the representatives of the region under review prepare a review of their region's RIS3 in consultation with the S3 Platform team and experts.
representatives of the European commission and independent academic experts working in the field of smart specialisation. Following the peer review phase,
A key feature brought in by these European union-sponsored exercises was the introduction of external experts in this analytical phase.
when the external consultants and experts were involved truly in the exercise, when foreign experts teamed up with national or regional ones,
or when they acted as coaches for the regional decision-makers (to ensure a strong legacy from their input,
Attractiveness of working conditions for researchers compared with other employment opportunities; facilitated mobility of research and innovation personnel between the public and the private sector.
This involves expert work on value chain analysis (undertaken in an international environment and enlightening the spatial division of labour),
context conditions for the operation of the cluster, labour market situation, etc. It also involves an analysis of the linkages between the cluster and other clusters or industries,
These types of analysis are conducted by experts who study the cases in close cooperation with cluster actors:
Mixing regional experts with international experts helps to give more weight to the international competitiveness issue.
and involve interactions between experts (Table 1; see more details on the FOREN website. For RIS3, foresight studies would ideally combine regional expertise with international expertise able to put regional assets in perspective with wider trends. 22 Neffke F. and Svensson Henning M. 2009
mind mapping) X XX X X X X X Expert panels XX X X X X X Delphi survey X X X
and external experts who can contribute to the benchmarking and peer review processes. Defining the scope of the RIS3 is crucial,
with a wide participation of actors and experts from within and outside the region. This needs to be communicated, understood and acknowledged:
and international experts who can offer benchmarking and peer review services, for example. Figure 1 exemplifies a number of organisations belonging to each of the previous categories,
providing new employment opportunities for specific categories of the population, combating social divide, etc. These justifications go much beyond the alleged classical benefits of innovation for job and economic value creation.
of which is depicted by a different cell in the three-dimensional box of regions. results/outcome indicators classification scheme on the use of results/outcome indicators within a reformed Cohesion Policy adopted by the international panel of experts
and proposed for discussion to a wide regional audience (including national representatives as well as foreign experts at relevant points).
labour force) S&t parks and incubators Promoting national talent attraction schemes Knowledge vouchers Platforms to define development visions for high tech niches Strategy:
while evaluation should be carried out by independent experts, guided closely by those responsible for the policy.
growth of employment in knowledge-intensive sectors, R&d expenditure per worker, etc. 1) Indicators should be selected to reflect the programme's objectives
as well as experts to work directly on regional development priorities. Universities are a critical'asset'of the region
References Policy Recommendations of the High-level Expert Group on KETS (2011). 98 95 http://www. observatorynano. eu/project/96 http://www. proinno-europe
The importance of saving jobs in the EU's creative industries,'TERA Consultants, March 2010.
A group of experts from Member States currently working on the'strategic use of EU support programmes,
New forms of engaging with employees, end-users or citizens, NGOS and local communities can be powerful tools for innovation,
and networking of local stakeholders to implementing active labour market policies. For the next programming period social innovation is treated in a horizontal way in the ESF regulation.
1 Northeast Region Smart Specialization Strategy Document prepared by Agentia pentru Dezvoltare Regionala Nord-Est November 2013 Consultant:
%and Neamt (25,3%)Counties, being positioned as the second place as hierarchy, from the perspective of the total turnover, irespectively on the first place as hierarchy, from the perspective of the total number of employees from all the processing industries
Online consultation with RDI experts and stakeholders proposals of promising R&i programs for each candidate field;
Large-scale online consultation of experts and stakeholders on the 90 R&i fiches quantitative evaluation, backed up by pro/con arguments;
/)Foresight-Expert pannels (http://www. cdi2020. ro/wp-content/uploads/2013/09/Componenta-paneluri-prioritati. pdf)- Methodology (http://www. cdi2020. ro/pachete-de
The largest share of the working population is employed in services but at just under 40%it is far below the EU average.
but both the public opinion and experts are divided about the best approach to the matter. Economically, the eight‘development regions'are very unequal in strength,
ensuring the involvement of a large number of experts and stakeholders, including representatives of the business community.
and defined gradually by groups of experts and stakeholders, on the basis of available evidence,
13 panels of 15-25 experts and stakeholders worked from this input as well as a large selection of data on the economic value added, on scientific collaborations and results, on societal needs,
The polarization among EU states is emphasized also by the fact that the retribution per employee increases more rapid than the economic development level,
We have argued in a recent study of ours that in the European union the share of R&d human resources in the total number of employees is correlated positively with the level of economic development (Lavric, 2013.
There is also another important aspect regarding the R&d human resources that consists in the fact that the retribution per employee increases more rapid than the economic development level
and execute projects. 3. Shaping the organizational culture in the direction of fostering creativity and collaboration among the employees.
financial incentives for employees to develop new ideas, job rotation of staff, multidisciplinary or cross-functional work teams,
nonfinancial incentives for employees and training employees on how to develop new ideas or creativity. 4. SMES should develop strategies that integrate R&d and innovation.
Comparison Of value-Added Per Worker (2010) in West Region's Main Clusters...30 Figure 23-Exports Per capita (2007,2009, 2011)..31 Figure 24-Number of students enrolled in technical education (2011)..34 Figure 25-Number of students enrolled in foremen
FDI and Domestic Firm Survival Rates for Firms of 20 or More Employees (Share of Firms from 2006 and 2007 Cohorts Remaining in Business as of 2010)..45 Figure 34-Institutional framework
86 5 Executive Summary I. The aim of the Europe 2020 Strategy, launched in 2010,
The annual growth rate of output per worker amounted to 15%in the 2000-09 period.
The average compensation per worker in the West Region grew by 13 percent annually between 2000 and 2009 versus 12.2 percent for Romania as a whole and less than 11 percent for a set of similar regions in Europe;
Over the previous decade, the West experienced the highest growth in output per worker among the comparator regions
in 2009 fixed capital stock per worker in the West stood at only 57%of the EU average
and output per worker was still only one quarter of the EU average. This suggests that substantial scope remains for further productivity improvements,
But it does not help explain how falling employment levels could coincide with a very tight regional labor market.
as well as its fall in employment levels. While the comparator group of similar regions also experienced strong decline in employment levels over this period
this process came along with a high and growing unemployment rate, at more than twice the level of the West.
In addition, demographic and migration trends also help to understand falling employment levels despite increases in productivity and low rates of unemployment.
where the West has a comparative advantage in highly skilled workers (proxied those with a tertiary education).
however, the West faces a problem both with older workers retrenched due to restructuring of traditional industries like coal
and metals (particularly impacting Hunedoara and Caras-Severin) as well as younger workers that leave school without qualifications.
Participation rates among workers with the lowest education levels is less than half that of those at the highest (tertiary) levels in the West Region,
Comparison Of value-Added Per Worker (2010) in West Region's Main Clusters Source: Calculations based on data from Structural Business Survey Note:
and capturing greater employment opportunities. By contrast, in the Timis-Arad agglomeration, the challenge is managing the transition toward a more knowledge and skills intensive basis for competitiveness.
441), and in 2010 was the fourth region number of students enrolled in foreman education (523.
The auto industry is by far the biggest employer in the region among manufacturing sectors with an importance in terms of total employment that is similar (17%)to the combined share (16.8%)of employment represented by all the other manufacturing sectors
less than 10 employees, 10-50 employees, 50-250,250-1000 and more than 1000. The West region shows the second highest share of very big firms (more than 1000 employees),
and the third highest of large ones (250-1000). In this region, 3. 18%of the firms have more than 250 employees, against 3. 41%in all Romania, 4. 72%in Bucharest, 3. 46%in the Center and only 2. 75%in the Northwest.
And these large firms account for more than 62%of total turnover. Comparable figures for Romania as a whole and for Bucharest-Ilfov are 59%and 57%,respectively (Table 10.
Second, observations with tangible fixed assets to employee and value added to employee ratios greater (smaller) than three times the standard deviation from the upper (lower) quartile in the corresponding 2-digit sector
And Shares by Size Categories in 2010 (with%change between 2008 and 2010 in parentheses)% of firms with Region Nb. of firms<10 employees 10 50 employees 50-250 employees
250-1000 employees>1000 employees All 41, 852 31.24 48.42 16.93 2. 82 0. 59(-10.4)(-0. 5)(-11.5)(-20.6)(-18.0)(-15.4) Bucharest-Ilfov 9, 894 28.93
Region<10 employees 10 50 employees 50-250 employees 250-1000 employees>1000 employees All 5. 52 12.55 22.19 27.94
and the majority of these plants located outside the Western borders (64.7%)belongs predominantly to small firms (0-9 full time employees) producing chemicals
Out of Region Plant Size of Firms Headquartered in the West Region (2010) Size(#employees) Plants Percent 0-9 168 64.7 10-49 58 23.0 50
FDI and Domestic Firm Survival Rates for Firms of 20 or More Employees (Share of Firms from 2006 and 2007 Cohorts Remaining in Business as of 2010) Source:
through human capital (i e. through workers), through supply relationships, and through competition and demonstration effects (via market competition and joint activities).
a well-developed labor market, producing highly skilled but relatively cheap technical experts; and a system of local R&d and innovation to develop prototypes
This will require investments to improve the links between universities (as well as vocational training facilities) and employers.
as well as improving general connectivity to allow businesses, workers, and consumers in the region to benefit from access to a larger market.
In addition, transportation of workers is problematic for large scale manufacturing activities. A large proportion of blue collar or low skilled workers commute to the production plant from surrounding areas
and often there are no public transportation options available to them. Large companies provide transportation for employees using company buses but this leads to increased production expenses and traffic congestion. 100.
In this context, local authorities could begin by enhancing the quality of the roads in rural and remote areas.
and outside it. 53 and of their employees would make the region more attractive to potential investors.
and Innovation Executive unit for financing research, development and innovation National institutes for research and development in fields such as:
Enterprise Ireland fully complies with Government policy on the pay of Chief executives and State Body employees and with Government guidelines on the payment of fees to Board members.
The Executive Committee manages and controls the administration of Enterprise Ireland's budget, monitors progress against organizational targets,
It is still one of the biggest employers and contributors to Tax incentives, subsidies and better financing terms on productive investments,
and it is difficult to find young workers interested in the business. This will force firms to increase wages
Lack of skilled workers who can operate mid and high-tech machines limits the growth potential of firms
facilitate visits by outside experts); additional financing (identify new sources of financing, leverage relationships with local banks,
and, ii) strengthening the capacity of vocational training providers to deliver attractive and high-quality education and training programs in correlation with labour market demands, especially for sectors with significant growth potential,
The center could be staffed by a core team of experts who would oversee the implementation of the action plan
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