, to fi nance venture and social innovation funds, to incentivise large scale community level innovations, to transform the public sector
and new types of partnerships REINVENT EUROPE THROUGH INNOVATION FROM A KNOWLEDGE SOCIETY TO AN INNOVATION SOCIETY 2 The Business Panel on future EU innovation policy was established by DG Enterprise
Professor Maureen Mckelvey, Professor of Industrial Management, School of business, Economics and Law, University of Gothenburg. The panel would like to thank all those who participated in the online consultation from July to August 2009
encouragement and independence provided by Francoise Le Bail, Jean-Nöel Durvy, Peter Dröll, Sandra Kramer and Keith Sequeira at DG Enterprise and Industry.
and do not refl ect the offi cial position of the European commission Directorate General for Enterprise and Industry.
http://ec. europa. eu/enterprise/policies/innovation/The Innovation Unlimited online debate: http://blogs. ec. europa. eu/innovationunlimited/3 Innovation has been a central EU priority over the last decade.
Innovation is global, with increasing competition for best ideas and applications, and Europe must stand out.
Business innovate mainly for return on investment, society must innovate for social return and transformation.
implements an integrated, cross-border investment strategy; and combines infrastructure projects with support for innovative services and open access. 4. Innovative fi nancing models:
Europe needs a radical new approach to fi nancing innovation with new partnerships to share risk
with the European Investment Bank (EIB) becoming a European Innovation Bank. We propose a major development of the European Investment Fund (EIF) to create a pan-European Innovation Fund;
develop an EU wide market for trading and sharing Intellectual Property; and broker bolder investment readiness initiatives. 5. New places for new types of collaborations.
Innovation feeds on collaboration, the spark and confrontation of diff erent ideas, perspectives and experiences.
and provide services, in both the private and the public sector. Increasingly this process of combination involves consumers as participants or even instigators of this process.
Innovation is driven by creative collaboration as much as by competition, it is something you do with people rather than to them.
Many nations and regions are now racing for a new high ground in which the capabilities for innovation defi ned in such terms as human capital
investment, quality of ideas and stance to the future matter more than ever. This excellent report represents a landmark shift towards an integrated strategy
globalisation or climate change as new opportunities for sustainable growth and enhanced well-being. In summary, it provides a fresh and new vision for Europe's future through wider and more ambitious innovation.
CEO & Founder, Europe Unlimited 6 Over the last two decades Europe has struggled to align the best of its social models with the needs of a rapidly transforming economy.
And it shows how Europe's unparalleled success in providing its citizens with opportunities, security and justice, can be sustained in an era of ageing populations, global warming and much greater diversity.
other parts of the world have shown how even the most profound crisis can be turned into an opportunity.
This holds for companies, for regions, for national economies and even more so for the European union as a supranational entity with an outstanding responsibility for the creation of a prolifi c vision targeted by its institutions
this report creates essential prerequisites for the design of promising conditions concerning the transformation of Europe towards a knowledge-based and future-oriented economy.
Andreas Pyka, Professor in Innovation Economics University of Stuttgart-Hohenheim; President of the Lisbon Civic Forum We,
The third sector is acknowledged as a stakeholder in the European economy, on an equal footing with business and public administration.
Therefore the EU is called on to give a concrete commitment, through further social investments and cooperation with civil society networks.
This is a unique opportunity to reconnect the European project to those citizens who have felt left behind.
The opportunity now is to build on these assets and develop new tools, collaborations and approaches,
The opportunity now is to translate this to EU innovation policy. 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:
and technology to how an innovative mind-set can trigger broader systemic changes in society and the economy.
It means that public policy can link people to opportunities, infrastructures, competencies and incentives. Innovation policy to reinvent a new Europe in the future will involve many actors.
Many countries and regions are developing innovation policies, with fast developments in emerging economies such as China and Brazil.
This presents new opportunities for Europe, but also the need to clearly position Europe in a global innovation system.
But Europe has achieved not its full goal of being the most competitive global knowledge economy
creative environments and businesses needed for 21st century innovation. What is innovation? Traditional concepts of innovation, for example from the OECD Oslo manual, defi ne innovation as new or improved products, services, processes,
or improved organisational or marketing strategies. We use John Kao's defi nition of innovation as the ability of individuals,
Private fi nance mainly backs the same low risk investments. Thus people, entrepreneurs and companies with ambitious and creative ideas fi nd limited support and numerous barriers.
I have had the opportunity to work at a large number of companies as an operational manager or a consultant.
and engage older people in our societies and economies. Future of the young Countries as diverse as Spain
%Youth need access to education, resources and structures to turn ideas into value through the provision of relevant opportunities.
New pathways must be developed to give people access to opportunities, infrastructures, competencies and incentives. Safety of Future Technologies Safety for citizens is a huge area of concern linked to technological advances.
which in our world could represent‘creative destruction'to borrow a phrase from the economist Schumpeter.
and realising innovative opportunities by mobilising resources and networks that stretch across boundaries and countries.
and the way the social environment reacts. Will innovative behaviour be ridiculed or admired. what is typical for our last decades is that we have lost the ability to play
from business innovation to business and social innovation Businesses innovate mainly for return on investment,
and active citizenship, providing services for underprivileged and marginalised groups, with a strong focus on health and education.
University of Rotterdam, presentation to Netherlands Centre for Social Innovation. 2 The Social Economy in the European union:
Summary of the Report drawn up for the European Economic and Social Committee by the International Centre of Research and Information on the Public, Social and Cooperative Economy (CIRIEC.
like the new US fund (see opposite) 3 through a new partnership between the European commission and European Investment Bank (EIB) and through the EU structural funds and EU level recognition.
and delivering new services that improve the quality of life of individuals and communities. It tends to be:
in education, training and projects and networks to support innovation, creative entrepreneurship and research, and provide role models for elderpreneurship,
both by addressing their demands and by unlocking their potential. Teach the young to manage creativity and innovation:
due to increased global competition and the pressing need to address climate change, ageing and the other societal challenges.
including small and medium enterprises as well as large ones. The European union can take a leading role in promoting fl exible partnerships across boundaries and in developing pro-innovation regulation.
This must be extended to innovation, with EU regulations for products, services, public procurement and intellectual property-that both drive innovation and are synchronised with the innovation cycle.
Ambitious European initiatives with synchronised actions around the major challenges, engaging actors across the innovation chain, coordinating supply and demand of innovations,
and empower citizens to co-create new services. This would support the transformation of the public sector by allowing greater public accountability
Procure solutions and services, not technologies; Open up procurement markets for new entrants, e g. by removing the requirements for track record;
and services that will be decisive to the upturn not if, but when it comes. 7 Infrastructures help facilitiate the transformation.
Europe is still putting its infrastructure investments as it did in the 19th and 20th centuries, like bridges, roads and buildings.
Moreover, such infrastructure investments fail to realise the disruptive nature of new technologies or to capitalise on how emerging technologies interact with
Summary of OECD Roundtable on responding to the economic crisis: Fostering industry restructuring and renewal, Paris 1 april.
or growth Investment in infrastructure can be a real enabler of innovation but important to recognise that the value comes from the services that come from it
and not the infrastructure itself There is hardly any European vision for all European infrastructure. Is there a vision for European Rail Infrastructure?
and innovation of consumers and entrepreneurs to create new social and business models and new consumption patterns.
Broadband is not simply a new communication line but a new social infrastructure. The 20th century electricity grid needs to be transformed for the green economy, for large-scale renewable energy generation, for mass electric transport, for zero emission homes,
and for intelligent energy management. But simply investing in hardware (lines cables, transformers etc. is not enough.
This is placing new challenges on communication and participation. This can be a strength as Europe has a strong cultural identity
it will enable next generation internet, radical new services and business models. It will transform how people work
Stimulate infrastructure for emerging technologies and services, with more world class hubs in Europe that are based on multi-disciplinarity,
Assuring access and providing signifi cant investment in digital infrastructures are necessary to realise the vision of lifelong learning as well as to increase the competitive environment necessary for advanced learning in universities and colleges.
They can be part of how to adapt cities and lifestyles to a low carbon economy.
but no clear policy roadmap to implement smart grids and on key areas such as demand response, cross-border retail competition
i e. ambitious companies than can create 500 jobs in 5 years in the most promising new markets such as energy, environment, smarter logistics, the internet of things, new materials, medical applications and aging.
The existing support for smaller or innovative companies (grants, seed, venture capital, loan guarantees) is fragmented and fails to mobilise private sector investment effi ciently or consistently.
There is no pan-European risk capital market meaning European funds lack size and expertise, and companies lack growth fi nancing.
From innovation unlimited There is no evidence to suggest that a public body would be better at allocating capital to innovation than a properly regulated and incentivised private sector.
European Venture capital Association Improving the access to public fi nancing for innovation by business should be a high-priority for the EU. The acceleration of pan-European venture capital funds is a positive development,
it is very important that a truly European Online Payment System would be developed (like ideal in The netherlands) 22 Current venture capital
and investments made using these models in Europe risk being lost unless these models can be reinvented rapidly.
with the European Investment Bank (EIB) becoming a European Innovation Bank failures are a necessary aspect of innovation processes.
tax, and economic policy is necessary to move further to develop European regulation in such a way as to stimulate innovation and entrepreneurship.
A major development of the European Investment Fund (EIF), in partnership with the European Investment Bank (EIB) and European commission with a mandate to create new models to fund transnational partnerships,
BASF Grameen Ltd In March 2009, BASF and Grameen Trust established a joint venture as a new business model to improve the health and opportunities of the poor of Bangladesh.
BASF's initial investment was €200 thousand together with in kind contributions http://www. basf. com/group/pressrelease/P-09-155 23 Accelerate pan-European venture capital funds
Such funds must attract sustainable co-investment from the private sector across Europe, including corporate venture funds,
and must be managed professionally avoiding political interference or micromanagement from governments or the European commission. They must lead the way to greater transparency in risk capital markets.
which went on to catalyse the creation of the UK venture capital market. We believe similar leadership from the European commission
An EU market for Intellectual Property Caisse des dépôts (CDC) is owned a state holding company that makes long-term investments in pursuit of public policy objectives and in order to foster economic development...
yet the intellectual property economy still is stifl ed by an opaque and asymmetric functioning with correspondingly very signifi cant lost opportunities and value for Europe in the increasingly critical knowledge economy:
A fi nancial market place for intellectual property investment and coverage, in line with a similar initiative forecast in Chicago next year being spearheaded by Ocean Tomo, a US merchant bank specialised in intellectual property.
and fi nancial coverage products to hedge risks or investments. This project is under construction
An investment Fund for intellectual property rights dedicated mainly towards public research patents in the fi rst instance.
it will be possible to establish clusters of patents which are increasingly necessary for large companies as well as SMES to develop innovative products and services.
In the new knowledge-dominated economy, research and its commercialisation are global by nature so is the scale of resources needed to successfully deploy the vision outlined here.
and CDC maintains regular contacts with European actors in particular the European investment Fund of which CDC is a founding shareholder. 25 2. 5) New places for new types of collaborations:
from closed processes to the power of networks Innovation feeds on collaboration, the combination and confrontation of different ideas, perspectives and experiences.
but also about identifying new problems and new solutions where future products, services and ways of working create value.
Stimulating productivity and long-term economic growth is thus as much about experimentation and new ideas as it is about optimising efficiency.
We expect to see an open environment that stimulates and supports innovators from SMES, public sector, universities,
incubators, research networks and educational exchanges in specific research areas. Closed innovation systems of laboratories, universities, research institutes, art schools, corporations, public administrations, professions are no longer a viable approach for future innovation.
Information technologies and web 2. 0 tools give new opportunities to increase cross innovation between companies
Helsinki Design Lab The purpose of Helsinki Design Lab is to explore the challenges and opportunities of the new human-centric design approach,
and the forthcoming discussions on the EU budget provide a unique opportunity to change course on innovation.
and together to create the future we want. uture sen 29 About the panel The Business Panel on Innovation was established by DG Enterprise
We exist because our colleagues at DG Enterprise and Industry had the courage to think in a new way.
and bring experience of design, banking, manufacturing, services, high tech and low tech with experience from many countries.
Professor Maureen Mckelvey, Professor of Industrial Management, School of business, Economics and Law, University of Gothenburg. 30 Mandate of the panel Context:
DG Enterprise and Industry of the European commission is currently developing ideas for the future orientations of EU innovation policy and potential new measures to support innovation.
-include expertise from a range of sectors, e g. services, manufacturing, technology based, fi nance and be able to bring an international perspective.
and appointed by DG Enterprise and Industry. The panel will be supported by a rapporteur who will be selected by DG Enterprise and Industry.
Timeline, operation and reimbursements: It is envisaged that the group will have a maximum of 5 meetings between February and September 2009.
or two meetings as hearings where a wider range of stakeholders can present views to the panel.
The secretariat will be provided by DG Enterprise and Industry and meetings will be held in Brussels, although consideration will be given to holding one of the meetings in a diff erent location.
DG Enterprise and Industry will be responsible for publishing the report of the panel. Members will not be reimbursed other than for travel and subsistence expenses. 31 In essence
technology and entrepreneurship will stimulate long-term growth and thereby change our economy and society. The Panel has worked with the notion that innovation will create a new future,
as also refl ected by the fact that we choose John Kao's defi nition that innovation is about capabilities for creating the future.
This is closest to the approach in the tradition of the economist Schumpeter, which views innovation as essential to economic and societal transformations over periods of historical time.
In consequence, decision-makers act in a complex and turbulent world, under high degrees of uncertainty, in an economic system
but not seen as leading to fundamental changes in economies. Indeed, economics generally tackles issues of technology, labour and growth in relation to an explanation of individual behavior and price mechanisms,
which together lead to an effi cient allocation of resources within a set of constraints (Hanusch and Pyka 2007: 1160).
The Economist started a new‘Schumpeter'column in Fall 2009, in recognition that business is also about innovation, entrepreneurship and creative destruction and not just about competitive regulation and investor behaviour.
Schumpeter argued that innovation is at the heart of economic progress. It gives new businesses a chance to replace old ones,
In his most famous phrase he likened capitalism to a perennial gale of creative destruction (The Economist 2009.
the new forms of industrial organization that capitalist enterprise creates. Schumpeter 1947: 82 3)) Appendix:
thus that the economy keeps changing, and thereby creating new futures. Nelson (1996: 87) argues that this is Schumpeter's most consistent and elaborated argument about innovation and economic transformation,
that it fundamentally involves disequilibrium. 8 In the recent Elgar Companion to Neo-Schumpeterian Economics,
and economies can take a narrow corridor for growth between bubble and stagnation, seen over historical time.
especially fi nance and the public sector. These issues are of primary importance to how the economy changes especially after the fi nancial and industrial crises starting in 2008.
Moreover, change is induced often endogenously (e g. internally within the economic system) through innovations, new knowledge, new organizations, competences and market creation.
Innovation and entrepreneurship continue to disrupt the economy, thereby sometimes fundamentally changing activities and moving the economy in new directions.
and those that tend to exhibit stability, in diff erent parts of the economic system (Mckelvey and Holmén 2006).
This implies that public policy has a key role in stimulating innovation and entrepreneurship through the direction or governance of the overall system.
and organizations develop new 8 Nelson goes on to argue that‘standard equilibrium theory in economics cannot cope with it and its economic consequences'.
and channel demand. Thus, public policy matters because it can play an important role in fi nancing and stimulating long-term and more uncertain projects,
investments in human capital and training, promoting the update of green and energy effi cient technologies,
and support innovation investments. Similarly, OECD countries are working to stimulate entrepreneurship. Measures include tax breaks for companies,
initiatives intended to bridge liquidity gaps (e g. ensure banks keep lending to business, government-backed loan guarantees
or loans for small fi rms, export credit guarantees), the simplifi cation and speeding up of administrative procedures, the promotion of startups and entrepreneurship,
and directing government procurement to young or smaller fi rms while also ensuring the rapid payment of invoices to small and medium enterprises (SMES).
10 The discussion in the Panel covered a similar broad range of policies and stressed the need for creative thinking about public policy.
Per defi nition, the grand challenges facing us today require synchronization over countries and over user demands and frameworks of regulation.
Innovations can be defi ned as novelty across a number of dimensions of relevance to the economy.
, new business models, new services, and new marketing techniques. From an economist's perspective, one needs to diff erentiate the idea (invention) from the economically viable outcome (innovation.
Or, policy may focus upon stimulating innovations with a certain degree of novelty. Science contributes to industrial development
such as the Frescati and Oslo manuals, can be 9 This is the same rationale underling public investment into basic science.
POLICY RESPONSES TO THE ECONOMIC CRISIS: Investing in innovation for long term growth. June 2009. Report proceeded by the Innovation Strategy Portal www. oecd. org/innovation/strategy/portal. 34 useful for science based innovations
Radical innovations include scientifi c and technological breakthroughs that change the nature of products or services
In contrast, incremental innovations involve minor changes to existing products or services and knowledge. Still, these innovations should cumulatively improve the performance of these products or services,
and thereby provide benefi ts to society. Public policy may also focus upon stimulating complex innovation processes,
in that it off er key opportunities to solve grand societal challenges. This implies that innovation processes in society can be improved,
which moves the focus away from traditional economics arguments of market failure, direct cost-benefi t analysis and industrial organization (Metcalfe 1995).
Key issues include the role of aggregate demand and coordination of policies across institutions. Borras (2003) focuses more upon horizontal and vertical integration of policy within the European union
especially how the economics of innovation approach provides new insights upon governance of public policy.
Demand side policies have also become more popular, including public procurement (Edler and Georghioiu 2007).
as a way to express the latent demand. The Panel has used the notion that public policy can help change the fi nal results
(and targets) like R&d and fi nancing of SMES but also include new ones like stimulating youth entrepreneurship, public procurement for innovations,
and synchronization of services and hardware in public services. Perhaps one can say that our view is that public policy can contribute to open processes in society. 11 This does not mean that public policy sets all the agendas
In today's language, that means that stakeholders should be involved more directly in setting policy.
and interlinked set of interactions between public-private, fi rm-government, market-non-market, communities and stakeholders.
and for knowledge intensive entrepreneurship that embraces a far wider and more diverse set of people across the EU. 11 Smits and Kuhlman (2004) identify fi ve types of policy instruments:
Management of interfaces Building and organizing innovation systems Providing a platform for learning and experimentation Providing an infrastructure for strategic intelligence Stimulating demand articulation, strategy and vision development 37 References:
towards a synthesis of capitalist development and the economy as a whole'in Hanusch, H. and A. Pyka (2007.
Elgar Companion to Neo-Schumpeterian Economics. Chelthenham, U k.:Edward Elgar Publishers. Arrow, K. J. 1962.
The Economist (2009. Schumpeter: Taking fl ight. Schumpeter Column September 17th, 2009 Edler, J. and L Georghioiu (2007.‘
‘Public procurement and innovation Resurrecting the demand side.''Research Policy. Vol. 36. Edquist, E. 2001.
‘Structural crises of adjustment, Business cycles and Investment behaviour'in Dosi, G. 1988. Technical Change and Economic theory.
London and New york: Pinter Publisher. Georghiou, L. 2006.‘‘Eff ective Innovation Policies for Europe the Missing Demand-side.'
'Report for the Prime minister's Offi ce of Finland, Economic Council of Finland. Hanusch, H. and A. Pyka (2007.
Elgar Companion to Neo-Schumpeterian Economics. Chelthenham, U k.:Edward Elgar Publishers. Kuhlman, S. 2001.‘‘Governance of innovation policy in Europe three scenarios'Research Policy, Vol 30, No. 6. Laage-Hellman, L. M. Johansson,
Equilibrium and Evolutionary Perspectives'in P. Stoneman (ed). Handbook of the Economics of Innovation and Technological Change.
Flexibility and Stability in the Innovating Economy. Oxford university Press. Nelson, R. 1996. The Sources of Economic growth.
Harvard university Press. Nelson, R. 1977. The moon and the ghetto. New york: WW Norton & Company Nelson, R. 1959.‘
‘The Simple Economics of Basic Scientifi c Research'.'The Journal of Political economy. Vol. 67. OECD (2009.
'Cambridge Journal of Economics. Vol. 33, No 4. Salter, Ammon J. and Ben R. Martin,(2001:
Innovation and Economic growth in Fagerberg et al (2005. The Oxford Handbook of Innovation. Oxford, UK: Oxford university Press.
REINVENT EUROPE THROUGH INNOVATION FROM A KNOWLEDGE SOCIETY TO AN INNOVATION SOCIETY Innovation is driven by creative collaboration as much as by competition,
CEO & Founder, Europe Unlimited Over the last two decades Europe has struggled to align the best of its social models with the needs of a rapidly transforming economy.
and no longer a synonym for extra cost This is a unique opportunity to reconnect the European project to those citizens who have felt left behind.
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.
European commission Enterprise and Industry To fi nd out more visit: The Innovation Policy homepage: http://ec. europa. eu/enterprise/policies/innovation/The Innovation Unlimited online debate:
http://blogs. ec. europa. eu/innovationunlimited
Research and Innovation Strategy for the Smart Specialisation of Catalonia Contents Executive summary...3 1. Framework...
58 4. 3. Participation of quadruple helix stakeholders...59 4. 4. Monitoring, evaluation and review system...
Moreover, the European commission has made smart specialisation a prior condition for investment in research and innovation cofinanced by European funds.
Moreover, the Digital Strategy of Catalonia for 2020 establishes the framework for investment and action in the ICT field.
the presence in international value chains, cluster initiatives and the history and potential for cooperation amongst stakeholders (from both the inter-sector and intrasector perspectives).
opportunities and threats of the Catalan economy taking into account the different sectors and technological capabilities.
This analysis identifies three main vectors that provide the structure for the activities that will enable the Catalan economy to successfully tackle the major social and economic challenges of the 21st century:
which R&i generates economic opportunities and direct benefits for both individuals and society as a whole. 3. The global challenges posed by climate change, the impact of human activity and shortages of natural resources.
Catalonia is a country with an industrial base and an open, competitive and sustainable economy that combines talent, creativity, a diversified business fabric and its own excellent research system within the framework of a dynamic
The country is home to both multinational enterprises and local companies, both consolidated industries that have become international leaders and emerging technological sectors.
and to reorient the Catalan economy towards a growth model that is smarter, more sustainable and more inclusive.
internationalisation and the reorientation of consolidated sectors towards activities with greater added value To promote new emerging economic activities through research
internationalisation and entrepreneurship Pillar 2 Pillar 3 Pillar 4 Leading sectors Emerging activities Crosscutting enabling technologies Innovation environment Strategic objectives Pillars Pillar
2 identifies new economic opportunities in emerging sectors, based on technological capabilities (new activities generated through technological change and cutting-edge innovation) and the synergies between related sectors.
and generating new scientific, technological and economic opportunities. Finally, Pillar 4 focuses on improving the innovation environment.
RIS3CAT Structure: Pillars and Tools The strategy seeks to combine R&i tools consolidated in Catalonia with new instruments
in order to promote major collaborative initiatives involving quadruple helix stakeholders (R&i system, companies, government and innovation users).
R&i system stakeholders will gradually define the smart specialisation of Catalonia. Although the RIS3CAT strategy is led by the Government,
research and innovation stakeholders play the main role in its development. RIS3CAT governance establishes a results-oriented, continuous monitoring,
públiques Digital agenda Entrepreneurship Eco-innovation (green economy) Non-technological innovation Training and talent Tools Leading sectors Emerging activities Crosscutting enabling technologies
Innovation environment Pillar 1 Pillar 2 Pillar 3 Pillar 4 Public policies This document is divided into four sections.
and innovation environment) so as to advance towards achieving the four strategic objectives that will make Vision 2020 a reality in Catalonia.
-Analysis of the Catalan economy: strengths, weaknesses, opportunities and threats. -Analysis of the leading sectors and capacities in crosscutting enabling technologies.
-Process of drafting RIS3CAT. -RIS3CAT Action Plan (document at the draft stage in January 2014.
Europe 2020 The European economies face major challenges, in both the short and long terms. The immediate priority is a return to growth and job creation,
whilst the mid-and long-term challenges include increasing global competition, population ageing, climate change and pressure on resources, particularly the gradual depletion and rising prices of fossil fuels.
Figure 1. Global Challenges Facing the European Economies Budgetary consolidation and structural reforms are necessary conditions to ensure the competitiveness of the European economies,
but they are not sufficient. The European union (EU) response to the major challenges posed takes the form of the Europe 2020 Strategy
and at least another one out of four is associated in services that depend on industry as supplier or client.
The nature of industry is changing as a consequence of competition from the emerging nations, rising transport costs, increasing energy and raw material prices, technological advances, shorter production cycles,
and demand for customised products and services and more environmentally-friendly products. The concept of innovation is also developing
in a context in which the information and communication technologies (ICT), eco-innovation and key enabling technologies (KETS) are all changing companies'business strategies and models and the way in
companies must adapt to the new environment, engaging in open innovation and creating value by improving
and generating new processes, products and services. Europe 2020 Job creation and poverty reduction More efficient investment in researchand innovation Promoting a lowcarbon economy and competitiveindustry 1. Framework 12 Within this framework, Innovation Union, one of the seven
flagship initiatives in the Europe 2020 Strategy establishes that Research and Innovation (R&i) will be the main driver behind the economic transformation of the production fabric,
Open innovation and cooperation amongst the quadruple helix stakeholders (universities, industry, governments and innovation users) is key to generating new opportunities,
-Support for financial instruments to boost private investment and multiply the effects generated by public funds.
over the 2014-2020 period the structural funds will provide an essential tool for reorienting the European economies,
low energy-intensive economy in all sectors. 5. Promoting climate change adaptation, risk prevention and management. 6. Protecting the environment
and promoting resource efficiency. 7. Promoting sustainable transport and removing bottlenecks in key network infrastructure. 8. Promoting employment
Enhancing institutional capacity of public authorities and stakeholders and efficient public administration. 1. Framework 15 Moreover
SME competitiveness and promoting a low-carbon and low energy-intensive economy (thematic objectives 1, 2, 3 and 4),
and energyintensive economy in all sectors 5. To promote climate change adaptation and risk prevention and management 6. To protect the environment
and promote resource efficiency 8. To promote employment and support labour mobility 7. To promote sustainable transport
and fish-farming 1. Framework 16 A new element introduced into cohesion policy for the 2014-2020 period is the requirement to make smart specialisation a prior condition for investment in research
in order to ensure the coherence of investment in research and innovation and to optimise the impact on economic and social development in the regions and in Europe as a whole.
and fragmentation. 4. Collaborative leadership, involving all quadruple helix stakeholders in efficient innovation systems that generate synergies between financing instruments (European, state and regional).
to 1. Framework 17 resolve any coordination problems that may prevent emerging trends from becoming real, solid drivers for economic growth.
and research and innovation (both technological and non-technological) investments and activities planned for the 2014-2020 period,
International value Clusters chains Stakeholder cooperation RIS3S promote economic and knowledgespecialisations adaptedto the potential for innovation in each region, based on its assets and capacities.
which is the Catalan Government's roadmap for relaunching the economy and reorienting the production sector towards a smarter, more sustainable and more inclusive economic model.
employment and training, social cohesion, innovation and knowledge, entrepreneurism, internationalisation and the green economy. Within the ECAT 2020 framework and based on a shared vision of the country towards the year 2020, RIS3CAT promotes:
-Cooperation amongst the quadruple helix stakeholders to generate new opportunities for the creation of wealth
Government needs to base its actions on criteria of efficacy and efficiency and providing new solutions to current demands.
2. Strategy design based on evidence and prior agreements. 1. Framework 19 3. Government leadership and interdepartmental coordination. 4. The participation of R&i stakeholders and companies. 5
and coordinated by a Steering committee formed by representatives from the ministries of Economy and Knowledge and Business and Labour (see Section 4, Governance).
opportunities and threats to the Catalan economy based on SWOT analyses carried out previously in Catalonia and on
which there is broad agreement amongst stakeholders in the research and innovation system. The participatory process that took place in 2008 and 1. European commission methodology 2. Prior evidence
and consensus 5. Coordination with State and EU policies 3. Government leadership and interdepartmental coordination 4. Cooperation with other regions 6. Participation of R&i stakeholders R&i
In July 2013, an initial draft of the RIS3CAT strategy document was submitted to stakeholders and civil society in general in an online public consultation process.
see the document Process of Drafting RIS3CAT. 2. Structure 2. Structure 22 2. 1. Vision 2020 As can be observed from the description of the distinctive characteristics of the Catalan economy and the analysis of its strengths, weaknesses,
opportunities and threats (see the document Analysis of the Catalan economy: strengths, weaknesses, opportunities and threats), the Catalan economy is diversified highly
and open with a large industrial base. Within a context of globalisation and recession, the Catalan production system is undergoing a process of structural change:
Within this context, the research and innovation system and cooperation amongst the different stakeholders (research centres, technology centres, knowledge-intensive industrial and service companies engineering, design, etc. administrations and users
Analysis of the Catalan economy has led to the identification of three key vectors that will enable Catalonia to successfully tackle the great social
not only economic opportunities, but also direct benefits for individuals and society as a whole. 2. Structure 23 3. The third vector is the firm commitment to transforming the Catalan economy towards a green economy.
In response to the global challenges caused by climate change, the impact of human activity and scarcity of natural resources,
the green economy offers promising niches for specialisation and generates opportunities to improve and enhance efficiency in all economic sectors.
Figure 7. Vectors Driving the Transformation of the Catalan Economy The shared vision for the country towards 2020 takes into account all these elements.
Vision 2020 Catalonia is a country with an industrial base and an open, competitive and sustainable economy that combines talent, creativity, a diversified business fabric and its own excellent research system
within the framework of a dynamic, enterprising and inclusive society. The country is home to both multinational enterprises and local companies
both consolidated industries that have become international leaders and emerging technological sectors. 2. Structure 24 2. 2. Strategic Objectives In order to advance towards Vision 2020,
RIS3CAT establishes four strategic objectives: 1. To enhance the competitiveness of the business fabric by improving the efficiency of production processes,
promoting internationalisation and reorienting established sectors towards activities with greater added value. 2. To promote new emerging economic activities through research,
internationalisation and entrepreneurship. Each of these objectives corresponds to a pillar of action. 2. 3. Pillars of Action RIS3CAT is structured into four pillars of action,
-Pillar 4. Innovation environment. 2. Structure 25 Figure 8. Relationship Between Strategic Objectives and Pillars Pillar 1 To modernise the business fabric by improving the efficiency of production processes,
internationalisation and the reorientation of consolidated sectors towards activities with greater added value To promote new emerging economic activities through research
internationalisation and entrepreneurship Pillar 2 Pillar 3 Pillar 4 Leading sectors Emerging activities Crosscutting enabling technologies Innovation environment Strategic objectives Pillars Figure
as in all other developed countries, is more than ever before closely interrelated with production services.
The three vectors that drive the transformation of the Catalan economy (industrial tradition quality of life and the green economy) and the implementation of the seven criteria listed below enables the identification of seven leading sectors in
which Catalonia has competitive advantages, critical mass and future opportunities. 1. Critical mass in different sectors, measured in terms of number of companies, employment and gross added value,
taking into account that the available statistical classifications do not always reflect the changing reality of business strategies. 2. Internationalisation,
4. Potential to generate new economic activity and employment, based on such factors as intensive use of labour and current growth of leading companies. 5. Global sector trends (estimates of world demand, supply, prices, Community policies, etc.)
to analyse future potential. 6. Tradition of cooperation amongst quadruple helix innovation stakeholders, evaluated according to several indicators:
technology transfer, formalised clusters, expenditure on innovation, etc. 2. Structure 27 Figures 10 and 11 present, schematically, the seven major leading sectors (food, energy and resources
and promoting new economic opportunities in emerging sectors based on technological capabilities (new activities generated by technological change and the latest innovations) and synergies between related sectors (between a firmly established branch and a new
RIS3CAT includes formulae to provide tools to explore new economic activities based on a market opportunity, a technological need or new knowledge generated through cooperation by stakeholders in different sectors.
The process of drawing up RIS3CAT revealed several areas of emerging activity, such as mobile applications, printed electronics and biomass.
Creative and cultural industries and key services for Catalonia, such as tourism and sport. 2. Structure 29 2. 3. 3. Crosscutting Enabling Technologies (Pillar 3) Crosscutting enabling
The technical know-how and capabilities of technology and research centres play a leading role in the emergence of new economic activities,
Advanced manufacturing 2. Structure 30 2. 3. 4. Innovation Environment (Pillar 4) The competitiveness of companies (particularly SMES,
and its dissemination in the economic system are, therefore, key to the competitiveness of companies in a given territory.
RIS3CAT identifies and strengthens those public policies that most directly affect the quality of the innovation environment. 3. Tools
in order to match technology supply and demand. As a result the R&i system fosters the evolution of the economic base towards activities that generate greater added value, wealth and employment.
and support and promote cooperation amongst stakeholders in the research and innovation system, enhance the competitiveness of the production system
-R&i as a driver for economic growth. -Quadruple helix public-private cooperation. -Critical mass. -International competitive advantage.
Innovative public procurement Specialisation and territorial competitiveness projects (PECT) Public policies Digital agenda Entrerpreneurship Eco-innovation (green economy) Non-technological innovation
Training and talent Tools Pillar 1 Pillar 2 Pillar 3 Pillar 4 Emerging activities Crosscutting enabling technologies Leading sectors Innovation environment 3. Tools
-Generation of new opportunities for economic activity and employment. -Efficient use of resources (green economy. There follows a description of the general characteristics of each of these tools (T)
and the public policies that directly affect the innovation environment (P). 3. Tools and Policies 34 T. 1. RIS3CAT Communities RIS3CAT communities are voluntary associations of companies
and stakeholders in the Catalan R&i system that work in coincident sectors and cooperate to incorporate R&i into production activities in the leading sectors.
These communities are an essential and innovative element of RIS3CAT. As active stakeholders in the Catalan innovation ecosystem, they ensure the participation of companies and stakeholders from the system in defining
monitoring and evaluating the priorities for R&i programmes. Their multidisciplinary profile and bottom-up focus make them leading players in entrepreneurial discovery processes that lead to increasing specialisation,
ETPS are led industry forums of stakeholders that develop short-and long-term R&i agendas and European and national action plans that may be financed by either the public or the private sector.
ETPS provide external consultancy services and social connection. For its part, the objective of the Connect-EU network of groups is to safeguard the research
The fifteen Connect-EU working parties are all open groups formed by public and private stakeholders (companies, business associations, universities, etc.
and stakeholders working in Catalonia in coinciding sectors or technological spheres in order to establish the RIS3CAT process of progressive specialisation.
To promote medium-and long-term action programmes to develop joint R&d&i projects based on the detection of common opportunities
To generate new economic and job creation opportunities. Objectives 3. Tools and Policies 35 Main stakeholders Companies, business associations, cluster organisations, universities, research centres, technology centres, foundations and institutions linked to R&d&i,
associations and other organisations that are users of technology. Financing Government of Catalonia, European funds and other public/private sources of finance. 3. Tools and Policies 36 T. 2. Emerging activities RIS3CAT promotes new, emerging economic activities based on market opportunities,
technological need or new knowledge generated through cooperation amongst stakeholders from different sectors. Once identified
opportunities must be included in an action plan that establishes business initiatives to successfully capitalise on economic potential through research and the creation of emerging companies.
The emerging activities selected (no more than four in each different time period), organised into clusters, receive technical and financial support over the course of two
Clusters are established by groups of research and innovation companies and stakeholders with capacity for international leadership that present an action plan for cooperation,
innovation and investment and are engaged in emerging technological sectors or unexplored market niches. Action plans can be very different in type
Main stakeholders Business groups and research and innovation enterprises with capacity for international leadership in emerging fields of activity.
and exploitation of unexplored scientific and technological opportunities whose applicability is undefined still. This promotion takes the form of structural support for emerging processes
In the mid-and long-term, these projects may generate new economic opportunities in leading sectors
Main stakeholders Technology centres, research centres, hospitals and associated foundations, university groups and other public or not-for-profit organisations in the science and technology system, and companies.
and few platforms for technological services situated between research and industry. In this area of activity, it is necessary to review the current map of infrastructure
in order to provide the best services to stakeholders and support for processes involving valorisation and know-how transfer to companies, and industrialisation.
Support for university groups focuses on marketing their technological services and the results of their research, with the goal of promoting the third and fourth university missions,
capitalising on public investment in the research system and promoting its transfer to the economic system.
This type of infrastructure provides services to the industrial fabric at the pre-marketing stage (to obtain prototypes
and services for research and innovation to enable participation in European networks, which are becoming ever more integrated.
Financing To set the productive transfer of R&d investment in Catalonia. To provide the Catalan transfer system with specific infrastructure in accordance with companies'needs.
Main stakeholders Universities, research centres, technology centres, companies and business associations. Government of Catalonia, State, European funds and other public/private sources of finance.
The RIS3CAT strategy provides incentives to encourage business demand to adopt differential technology, that is to say, that projects driven by the production sector should take global
The transfer of scientific knowledge to the industrial sector is promoted by effective public-private cooperation between companies (local or international consortia) and scientific stakeholders.
and services with high added value that represent a substantial technological challenge and are unlikely to be completed exclusively in the private sector due to the high technology risk associated.
Business consortia and consortia in which technology stakeholders participate ensure that the challenges posed by a given critical mass can be met
Within the context of the global economy and the knowledge society, it also becomes essential to strengthen the international dimension of business innovation.
Objectives 3. Tools and Policies 40 Main stakeholders Financing Universities, research centres, Catalan public authorities, the education system, business associations and other organisations.
The investment and knowledge of universities and research and technology centres can be capitalized through technology mechanisms such as the establishment of new technology-based firms,
The valorisation of technology or the transfer of research results to the market can help to modernise the business fabric and support new emerging sectors, particularly in environments,
drawing up the technology business plan; producing prototypes and pre-series; carrying out concept or market tests;
preparing market studies, business plans and operating plans; marketing patents; etc. Financing To contribute to the growth of new emerging sectors
and the modernisation of industrial sectors established in Catalonia. To contribute to increasing the market value of research,
Main stakeholders Research centres, technology centres, hospital research and valorisation units and university groups. Government of Catalonia, State, European funds and other public/private sources of finance.
and with other stakeholders to develop business and internationalisation strategies, which often take the form of establishing international ties and relations with potential clients, partners or competitors.
-Benefitting from the opportunities offered to Catalonia by the Horizon 2020 European programme and other international and state programmes.
a range of different stakeholders (companies, technology centres, universities and R&d centres) take part in such processes,
Companies and R&d stakeholders can engage in this type of cooperation privately, but public funds are used also to cofinance collaborative and international R&i projects.
-Supporting the active participation of Catalan stakeholders and the Catalan Government in regional networks (such as ERRIN, the European Regions Research and Innovation Network) and European technology platforms.
-Training and professionalisation to enable stakeholders to work in a global environment and on international projects.
Main stakeholders Catalan public authorities, universities, research centres, technology centres, companies and business associations. Government of Catalonia, State, European funds and other public/private sources of finance.
in order to respond to citizen demands in a complex and changing society. Innovation in the public administration can be defined as the process of generating
services and management models in order to improve effectiveness, efficiency and the positive perceptions of users. Innovative public procurement is an administrative action
aimed at developing new markets by generating demand through such public procurement. The objective is to make public procurement a strategic activity to respond to the needs and challenges that face the public sector and society as a whole.
It also enables the services provided to citizens to be improved (especially in the fields of health education
and industrialisation and generating business opportunities in future sectors. Financing To increase the efficiency and quality of public services through innovation.
To offer SMES new business opportunities Objectives Main stakeholders Catalan public authorities, research centres, technology centres and companies.
) Within the framework of the Europe 2020 Strategy and the 2014-2020 cohesion policy, the European commission promotes an integrated focus on territorial development that enables territorial stakeholders to play an active role in designing
and strengthen cooperation amongst the quadruple helix stakeholders to generate innovative and original responses to needs and challenges in the territory.
-Identifying a smart specialisation opportunity based on differential assets in the territory. -A vision of future opportunity shared by stakeholders in the territory.
-The commitment to smart specialisation in the territory aligned with the RIS3CAT thematic specialisation objectives
To promote cooperation amongst quadruple helix stakeholders in the territory in order to strengthen business fabric competitiveness.
To generate new economic and job creation opportunities in the territory. Main stakeholders Local authorities, companies, business associations, cluster organisations, universities, research centres, technology centres and other bodies in the territory.
European funds and public/private sources of finance. Objectives 3. Tools and Policies 46 P. 1. Digital Agenda ICT are key tools for strategically reorienting companies
improving their competitiveness and enabling cooperation amongst stakeholders in the research and innovation system. The objective of the Digital Agenda of Catalonia for 2020,
and Europe 2020, is to generate a digital innovation hub in Catalonia to promote economic growth,
P. 1. 1. Smart Cities, Smart Regions The rapid development of the information and communication technologies makes it possible to manage cities and services for citizens in a more efficient and sustainable way
and institutions in sectors of economic activity that use advanced ICT services within their process value chains to generate added value
and develop their respective industries through cooperative projects. 3. Tools and Policies 47 P. 1. 4. SME Digitisation In order to increase the use of information and communication technologies by small and mediumsized enterprises,
and the development of new multidirectional channels to enable communication and information sharing. P. 1. 6. E-government ICT are also an essential tool for modernising the public administration.
Open government is a new way of understanding the role of citizens who, through the new communication and participation media, play an ever more active part in decision-making and the development and control of government processes.
Open government also implies making public information more freely available to facilitate decision-making and the generation of new products and services.
Objectives Main stakeholders Catalan public authorities, technology centres, companies, business associations and organisations. Government of Catalonia, State, European funds and other public/private sources of finance. 3. Tools and Policies 48 P. 2. Entrepreneurship The establishment and growth of new
companies is a source of economic development and expansion for the production system. It needs willing and competent people;
a specialised ecosystem to provide support (finance, legal advice, mentoring, acceleration, internationalisation, etc.;the promotion of entrepreneurial culture throughout society as a whole;
and a legal and regulatory framework to facilitate the creation and expansion of new companies and the exploration of new market niches, new technological opportunities and new ideas.
environment and finance; regulation; and opportunities: these are the four basic areas in which action is required to promote the founding of companies and their growth into important economic players.
Measures to support entrepreneurship are varied many and. P. 2. 1. Culture, training and talent Measures to promote entrepreneurship
and attract international entrepreneurial talent. For example: -To bring the world of business and entrepreneurship to secondary and tertiary education in order to encourage entrepreneurial vocations amongst young people.
-To improve the training received by entrepreneurs. -To raise awareness about the value of business and entrepreneurship as a source for the generation of wealth and employment.
P. 2. 2. Legal and Regulatory Framework The difficulties in establishing companies and obtaining, within a reasonable timeframe and without additional costs,
the various permits required for business activities, create a barrier to entrepreneurship. Moreover, certain regulations (on safety, labour, etc.
whose requirements increase as companies become larger, also discourage growth. RIS3CAT will help to improve this legal and regulatory framework, particularly within the Catalan Government Administration and local authorities,
P. 2. 3. Entrepreneurial and Financial Ecosystem Entrepreneurship and business growth are complex functions that require knowledge and skills both inside and outside companies.
It is also essential to develop connections amongst start-ups and between these new companies and knowledge centres, more firmly established businesses and specialist services.
and Policies 49 the density and connectivity of the entrepreneurial ecosystem and facilitating the establishment and improvement of specialised stakeholders (business angels and risk capital, consulting, technical and technological mediation services, legal advice, companies
It is vital to provide the greatest possible incentives for investment in new companies through financial instruments that reduce the risk to
New enterprises generated within existing companies or led by professionals with long experience in the particular sector of activity achieve above-average success and growth rates.
and those on vocational training programmes that include practical training at companies to set up new enterprises.
To decrease legal barriers to entrepreneurship. To simplify legal and contractual procedures for entrepreneurship in knowledge centres.
To increase connections within the entrepreneurial ecosystem. To improve the opportunities for newly established companies to obtain financing.
To mobilise private financing for new business initiatives. To make public investment in the research system profitable.
Objectives Main stakeholders Catalan public authorities, companies, business associations, financial institutions, science and technology parks and the education system.
Government of Catalonia, State, European funds and other public/private sources of finance. 3. Tools and Policies 50 P. 3. Eco-innovation (Innovation at the Service
of the Green Economy) Eco-innovation includes all innovations that reduce the use of natural resources and emissions of hazardous or pollutant substances over the entire life cycle of products and processes.
-Economic (reduction in the costs of energy and raw materials through more efficient use of resources, the creation of opportunities in new markets and the generation of new jobs linked to the green economy.
There are many different measures to promote the transition towards a green economy: -Technical and financial support for research and development, pilot tests and dissemination and marketing of sustainable technologies, products and services (for example, technologies to improve water, energy and waste management,
to reduce emissions or to create new recycled materials with low environmental impact). -Promotion of the efficient resource use and pollution reduction through dissemination and training.
and know-how exchanges amongst stakeholders in the environmental and energy industries. -Support for ICT uses that benefit the green economy (smart electricity networks and transport systems.
-Guidance for companies to promote more efficient use of resources and reductions in pollution and greenhouse gas emissions (ecodesign, innovative clean technologies, improved technologies, processes, etc..
-Support for systemic eco-innovations featuring global solutions based on innovative new business models (smart cities, sustainable mobility, industrial symbiosis, models based on pay per use
-Support for regulations and standards that incentivise eco-innovative products, services and technologies. For example, through the application of best available technologies and the EU's REACH Regulations.
-Introduction of innovative and sustainable public procurement programmes and systems for ecolabelling and certifying products and services.
and services (tax reductions, vouchers and programmes to increase consumers'knowledge and awareness about ecoinnovative products and services,
Objectives Main stakeholders Catalan public authorities, universities, companies, business associations, organisations and research and technology centres.
flexibility in work time management and opening up to new markets or responding to new social needs is key to generating new business opportunities and,
and process challenges, enables companies to make strategic and structural changes that can generate new business opportunities.
or the necessary tools to adapt to a rapidly changing, ever more competitive environment. In response to this, the Government promotes strategies to foster cooperation between companies in the framework of clusters and strategic plans.
Direct foreign investment has traditionally been an important source of innovation and improved productivity in Catalonia,
and potential creators of international enterprises in cooperation with universities and business schools. 3. Tools and Policies 53 P. 4. 3. Social innovation Social innovation can be defined as a series of cooperation
and the construction of processes should be based on the participation of local stakeholders, empowerment and citizen engagement.
Objectives Main stakeholders Catalan public authorities, companies, business associations and organisations. Government of Catalonia, European funds and other public/private sources of finance. 3. Tools and Policies 54 P. 5. Training and Talent Within the framework of a society based on
The education system should guarantee everyone the opportunity to develop their personal capabilities, and should enable young talent to be discovered
and incorporating highly-qualified personnel into the production system are also essential requirements for strengthening the competitiveness of the Catalan economy.
P. 5. 2. English Learning English has become the language of global communication, and is present in all spheres (the economy, the media, the new technologies, higher studies, etc.).
For this reason, to improve The english skills of today's pupils is to train the workers of the future.
it is essential to ensure that the environment is favourable for R&i activities and 3. Tools and Policies 55 that research professionals can pursue attractive professional careers
Objectives Main stakeholders Universities, research centres, Catalan public authorities, the education system, business associations and other organisations.
This is one of the guiding principles underlying the RIS3CAT tools. 4. Permeability of RIS3CAT to determining factors in the environment and to the changing needs of society in general and the quadruple helix stakeholders in particular.
if necessary, of RIS3CAT programmes, initiatives, instruments and investment. 4. 1. RIS3CAT Steering committee The RIS3CAT Steering committee de RIS3CAT, established by Government Agreement of 17 december 2013,
the Directorate General for Economic policy and Promotion, attached to the Ministry of Economy and Knowledge;
the Directorate General for Research, also attached to the Ministry of Economy and Knowledge; and the Secretariat for Business and Competitiveness (Ministry of Business and Labour.
-To promote coordination and cooperation between ministries and other administrations and stakeholders in the research and innovation system in all actions related to RIS3CAT.
-To approve the RIS3CAT Communication Plan. -To share information, experiences and best practices in RIS3 with other European regions.
and reflection involving the stakeholders involved and the territory. The RIS3CAT strategy focuses on combining firmly established R&i tools with new ones in order to promote major collaborative initiatives enabling progress to be made in the field of smart specialisation in Catalonia.
The main tools established to promote cooperation amongst the quadruple helix stakeholders are the RIS3CAT communities (T. 1)
which are formed by quadruple helix stakeholders representative of a particular sector, is to develop and implement agendas for economic transformation in the leading sectors through the incorporation of R&i.
which are formed by quadruple helix stakeholders representative of a territory, is to promote medium-and long-term action programmes to develop joint R&i projects based on identifying opportunities and needs for the smart transformation of the territory.
As Figure 14 shows, the process of establishing the priority projects, both present and future,
Based on the SWOT analysis of the Catalan economy RIS3CAT defines four strategic objectives and four pillars of action that structure public policies aimed at advancing towards Vision 2020.
the RIS3CAT strategy must be permeable to determining factors in the environment and to the changing needs of research and innovation system stakeholders.
challenges) Impact on companies Quadruple helix and public-private partnerships International dimension and critical mass Process of advancing towards definition of specialisation New opportunities for economic activity
Quadruple helix stakeholders will also take part in these evaluations, 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.
The Technical Committee is responsible for this monitoring and, when appropriate, for drafting proposals for the review of actions to be submitted to the Steering committee
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