RECEPTION BY STAKEHOLDERS AND EUROPEAN INSTITUTIONS The Communication was received well by stakeholders. They supported the Commission's intention to work towards the completion of the Digital Single Market
Following an external evaluation study in 201210, a high-level strategic debate with stakeholders, a public consultation and the launch of an impact assessment are planned for 2013.
A structured stakeholder dialogue was launched to that effect by the Commission on 4 february 2013, with the specific objective of delivering, by the end of 2013, practical industry-led solutions to a number of issues,
and is discussing a series of concrete actions to follow-up on the June ebook roundtable18 with external stakeholders.
and discussions with stakeholders more generally. Moreover, the national competition authorities inform the Commission of their case investigations
Citizens, businesses and other stakeholders were asked for their opinion on certain 23 The functioning of the market for internet access
Furthermore, the Commission services together with stakeholders took stock of practices made to improve retailers's awareness of their duties,
through dialogue with the stakeholders, develop codes of good conduct, good practice guides and guidelines giving consumers access to transparent and reliable information and allowing easier comparison of the prices, quality and durability of goods and services (2013-2014). 30
The purpose of the Multi-Stakeholder Dialogue on Comparison Tools (MSDCT) is to: provide a better understanding of the functioning of the various types of comparison tools;
and interaction between all the stakeholders involved in comparison websites, retailers, regulators, consumer organisations; map best practices in the comparison of products and services across different sectors and identify potential areas of improvement.
The Green Paper launched by a public stakeholder consultation which helped identifying a number of key hurdles on the path towards the market integration of card, internet and mobile payments most
Furthermore, it seeks stakeholders'views on how best to serve the interests of customers, businesses and end-consumers.
In response to the 2010 public consultation on e-commerce47, the vast majority and a wide variety of stakeholders indicated, in their contributions to the consultation,
there has been extensive consultation of stakeholders, in particular in the following forms: Questionnaires on N&a procedures.
This questionnaire asked stakeholders to provide facts and figures concerning notice-and-action procedures. It was sent to organisations that submit notices of illegal content to online intermediaries and to online intermediaries.
Stakeholders have asked for their responses to be treated confidentially. 70 responses were received. Two experts'workshops on N&a procedures.
The Commission services also met bilaterally with stakeholders. Main action 13: in 2012, propose an overall strategy on internet security in Europe aimed at better protection against cyber attacks in the EU. The establishment of the European Cybercrime Centre by 2013 will play a particularly important role in this.
The guidelines were drafted after an intensive dialogue with all stakeholders and have the following principles and priorities:
A stakeholder conference will be organised at the end of 2013 to take stock of progress and assess future needs. 58 Decision No 243/2012/EU of the European council
or by involving key suppliers and other related stakeholders. Map and measure resource inflows and outflows from the company.
Quick wins Engage key partners and stakeholders: this may produce interesting opportunities for new eco-innovative solutions,
materials and processes to key internal and external stakeholders in R&d. Subscribe to sources of information on emerging technologies
diverse concepts and involve stakeholders/experts. Reward buy in when eco-innovative ideas are implemented. Choose whether to pursue patents to protect the novel function,
or new business models driven by environmental considerations will require approaches outside of normal day-to-day R&d processes with dialogue with a range of stakeholders including customers,
and ongoing communications with customers and other stakeholders can identify new opportunities for eco-innovation.
Test stakeholders'responses and attitudes surrounding environmental aspects. Engage existing and potential customers, as well as other stakeholders, in conversations through a variety of media.
Use positive and negative feedback to improve business/product development and promotional strategies. Benchmark your product (s) against competitors on environmental aspects, alongside function, cost, pricing
How can stakeholders be rewarded for adopting and promoting pro-environmental behaviour? Eco-innovate products and services Eco-innovate!
and other stakeholders environmental awareness and understanding may help to reveal business opportunities or threats.
Seeks more self-regulation based on dialogue with consumer organisations and other relevant stakeholders. Wants consumer rights throughout Europe to be harmonised as much as possible
Any ADR or ODR scheme must maintain a balance between the interests of all the stakeholders;
therefore, Ecommerce Europe supports a multi-stakeholder approach to ADR and ODR. 8 4. 1. 2 Checks and balances Include the core principles for ADR in a binding instrument,
For this reason, Ecommerce Europe calls on the EU, national authorities, operators and consumers to further reflect with relevant stakeholders (i e. data controllers
For a successful transition to a future sustainable energy system all the relevant stakeholders must become involved:
The vision will stimulate constructive dialogue between all stakeholders involved in the electricity sector and help to ensure the European public and private investments required for the implementation of the research and development (R&d) strategies.
stakeholders and companies that perform efficiently and effectively. enables Europe's electricity grids to meet the challenges and opportunities of the 21st century;
I D S A broad spectrum of stakeholders As markets across Europe become more liberalised and dynamic,
every stakeholder will help to shape the Smartgrids system. What are the different needs and responsibilities that will feed into the project design?
A shared vision of the opportunities for all stakeholders remains an essential ingredient in successfully achieving efficient liberalised markets.
This will ensure that the networks of the future meet the needs of tomorrow's customers and a broader spectrum of stakeholders.
They present significant opportunities and challenges for all stakeholders: for example, multilateral participation in the real-time balance between supply and demand.
Working it out together For a successful transition to a future sustainable energy system all the relevant stakeholders must become involved:
Effective dialogue between stakeholders will ensure that relevant information influences the system design. The latest technologies will be incorporated into the network
and regular interaction with stakeholders is required to respond to future challenges and opportunities. Future work should adopt a techno-economic system approach for a trans-European network.
if all stakeholders form a shared vision for future grids and develop an implementation framework that is consistent with the liberalised business model.
a group of high-level stakeholders came together with one primary objective: to define a coherent and unified industry-driven approach to tackling major economic, technological and societal challenges, of vital importance for Europe's future competitiveness and economic growth.
and opportunities ahead are responded to efficiently for the benefit of all stakeholders in Europe. It will do this in a number of ways.
ETP-Smartgrids unites high-level stakeholders in defining a vision of the future development of grids.
enable participation of associations of stakeholders. Electricity Networks of the Future Technology Platform 35 VISION AND STRATEGY I ELECTRICITY NETWORKS OF THE FUTURE AC Alternating current CHP Combined Heat and Power CO2 Carbon dioxide DG
and individual users and stakeholders find themselves increasingly locked in to specific technologies, business models and social identities. 22 Source:
Understanding and addressing the concerns of stakeholders,"Computers & Security, Vol. 30, No. 8, 2011, pp. 803-814. http://www. sciencedirect. com/science/article/pii/S016740481100085x Mathers, C. D,
The development of the project and this report have shone the light on the benefits of reducing fragmentation and increasing collaboration across different disciplines and stakeholders.
and jobs across the region Stakeholders have significant scope to positively influence external factors affecting each of these phases.
and create better conditions for cross-stakeholder or cross-regional collaboration between different actors. In addition to policy-makers'ongoing efforts, private actors are very willing to contribute.
To more effectively and efficiently support innovationdriven entrepreneurship in Europe, stakeholders need to focus, connect and partner.
More explicit criteria that can help stakeholders identify and invest in momentum-building entrepreneurship initiatives are needed.
stakeholder need to create better and new connections across countries, sectors and programmes that meet key criteria.
Building on an enabling network, stakeholders must be encouraged and supported to collaborate and partner across initiatives, regions,
reaching more than 500,000 participants. 28 Partnering across stakeholder groups to improve regulatory framework Start-up Europe was launched in March 2013 with a six-part plan to accelerate
To achieve this, there is an ongoing dialogue with the relevant stakeholders to discuss factors that hamper growth
This needs the cooperation of several stakeholders, mainly the media, but also other actors who can motivate highly-skilled people to found an innovation-driven company,
and momentum by connecting stakeholders better Together, focusing stakeholders on what works at scale, connecting actors and developing effective partnership approaches can lead to a more integrated innovation ecosystem that can contribute to growth in European industries
needs, preferences and locations of relevant stakeholders, including entrepreneurs, interested businesses, civil society stakeholders, investors and potential mentors.
Emerging examples of resources and partnership networks are detailed below. Partner: Developing entrepreneurship initiatives that achieve both scale
and momentum by connecting stakeholders better The ultimate goal of this report is integrated a more European innovation ecosystem that supports serial entrepreneurs.
and followed by active partnerships between stakeholders. Linking stakeholders and programmes across countries, sectors, industries and areas of focus can help activities that produce tangible results achieve greater scale and momentum.
Fully 80%of project survey participants see significant potential to improve the level and impact of collaboration between entrepreneurs, universities, large companies and academic institutions (Figure 23.
The key to success of this agenda is mobilizing stakeholders who are willing to promote it in multiple contexts.
the World Economic Forum is working with constituents to create momentum for the agenda among various stakeholders across Europe.
European stakeholders must prepare for new public and private-sector activities that will unleash future waves of innovation.
governments need strong support from various stakeholder communities (including business and civil society), because the duration of the policies required will exceed often that of their electoral mandate.
a change of external relationships between traditional and nontraditional stakeholders and the environment, and a change of outlook among the top management.
markets and stakeholders as a Coral reef consisting of diverse pockets of opportunity. Such organizations have mastered the ability to spark,
Meanwhile, Cambrian Corporations need to remain closely connected with their stakeholders and broader society. New social and economic challenges will emerge,
misalignment and realignment between these corporations with other sets of stakeholders that are contributing to
In this way, problem stakeholders can become solution co-innovators in a sustained fashion and the role of the corporation will have morphed from one of an agent of volatility to that of an agent of stability.
Stakeholders should tap into this motivation at scale to create the most supportive environment possible for each life cycle phase,
stakeholders need to focus, connect and partner, creating greater transparency and increasing collaborations across sectors.
European stakeholders must be prepared to harness these shifts, rather than block them, to ensure that Europe regains its position at the innovation frontier
and is characterized by uncertainty, complexity, time delays and competitive stakeholder viewpoints. ICTS offer a platform for health education which plays a major role in the prevention of many diseases.
resources and lack of coordination among key stakeholders (Fraser and Mcgrath, 2000. The use of ICT technologies may increase the quality of health service delivery by providing reliable information and efficient use of resources (Rwashana and Williams, 2007.
3. Who are real stakeholders in the immunisation system? 4. How should such an immunization system work?
and capture different viewpoints of stakeholders. It is evidently that the issues that pose most challenges are systemic in nature
From the causal loop diagram, a broad integrated view of the system is provided for the stakeholder to prioritize and set policies.
Various stakeholders who are important as far as the immunisation system is concerned were interviewed. The following themes were used to study the processes
The immunisation system diagram shows the number and types of different organisations or agents, key processes, activities, stakeholders and flow of information.
which brings all stakeholders of knowledge creation and commercialisation together at all points in the process of making new goods
A wide range of issues were discussed with stakeholders, providing a variety of perspectives on the region and its policies.
RETA and other regional stakeholders might work to encourage potential entrepreneurs among them to stay in the region,
3) offering entrepreneurship fairs to connect different stakeholders; and (4) conducting research on promoting entrepreneurship in higher education (Laurent, Periáñez,
only a few regional stakeholders describe the many different organizational disconnects in the region as issues as well.
But most commonly emphasized by stakeholders in the Andalusian regional innovation system is the training available at the universities.
including the commitment of regional stakeholders to improving the innovation system, the enthusiasm of foreign students for the region,
local stakeholders argue that the Partnership has created a friendlier business climate for green businesses and streamlined the many energy efficiency programs.
RETA might find a niche as a convener of the various stakeholders in each sector.
Incubators should be promoted by an inclusive partnership of public and private sector stakeholders. During the development phase
2006) also highlight the=broad stakeholder involvement‘behind these initiatives so that a bottom-up rather than top-down approach has been pursued that encouraged SMES to become more involved in strategic agendas.
but involve the key stakeholders in different sectors (e g. businesses, labour unions, social economy organisations.
On the other hand, the temptation of stakeholders and practitioners to summarise complex and sometime elusive processes (e g. sustainability, single market policy, etc.
italics added) 2. address several legitimate (and often contrasting) perspectives found among stakeholders on how to structure the problem. 3. handle in a credible way the unavoidable degree of uncertainty,
to reflect the multiplicity of stakeholders'viewpoints. Weights usually have an important impact on the results of the composite indicator especially
to reflect the multiplicity of stakeholders'viewpoints. Weights heavily influence the outcome of a composite indicator
Public opinion Advantages Disadvantages deals with issues on the public agenda. allows all stakeholders to express their implies the measurement of concern. the method could produce inconsistencies 68 preference
Second TAI analysis. This differs from the first analysis in that we assume that stakeholders have converged to using LIN aggregation.
in the second analysis we make the realistic assumptions that TAI stakeholders have converged eventually to an aggregations system,
In fact, one might argue that the choice of the aggregation system is dictated somehow by the use of the index and by the expectation of its stakeholders.
if stakeholders were to believe that the system should be non compensatory, e g. that one unit down on one sub-indicator should not be compensated by a unit up in another.
and other stakeholders with practical means that can help them to optimize their businesses. Naturally
We would also like to thank all participating company members, business partners and stakeholders for their involvement.
intermediaries (e g. technology centres, financing institutions) and other stakeholders (e g. from education, the broader public).
industry and other stakeholders. In addition, financial support for spin-offs from public research can help to enlarge the community of industrial biotechnology start-ups.
which is driven an industry platform comprising the main stakeholders in robotics in Europe. EUROP was established in 2004
Involving all main stakeholders and focusing on legislation that is flexible enough to adjust to technological progress within each KET is a promising approach.
identifies cluster stakeholders, describes factors that influence cluster success, and proposes a programme of research to guide future policy-making in the creative,
and stakeholder interests and influence Determine factors that stimulate enterprise start-up, growth and success Evaluate the need for short--term
The authors have been observing these clusters for some time including direct involvement and interaction with cluster stakeholders and enterprises themselves.
Thus, the search is for explanations that reveal mutual benefits to cluster members and their broader stakeholders.
and often anchored by one or a small number of key stakeholders. A good example to consider is the recent re--generation project in Salford, Greater manchester.
Stakeholder Interests and Influence With recognition of the potential economic value that creative, digital clusters can bring to local,
regional and national economies there is a discernible interest by various stakeholders to engineer the development of viable and sustainable enterprise ecosystems.
We identify these stakeholders who may hold an interest and influence in the development of a successful, sustainable creative, digital cluster.
Business schools can certainly offer a great deal in providing executive education programmes to the stakeholders identified above
Whatever stakeholder position the reader adopts, the development of successful creative, digital clusters represents a major strategic leadership challenge to ensure that the opportunities for high--value employment,
The authors are quite clear where they stand this is an opportunity for all stakeholders to take advantage of the benefits that these clusters Bring to help leaders develop successful businesses
Michael Golz, CIO Americas, SAP Born to be digital 25 Chart 8 Business relationship of CIOS with internal and external stakeholders 58%73%Chief executive officer (CEO) 63%75%Chief
which makes a closer link to the CEO or other key executive stakeholders more vital.
We develop outstanding leaders who team to deliver on our promises to all of our stakeholders.
and was used to inform stakeholder consultation and workshops Regional Competitiveness Agendas Volume II: Realising Potential for each region:
These include non-formalised and ad hoc relationships between key stakeholders; reactionary rather than strategic collaborations;
challenges in achieving buy in from stakeholders; the requirement for effective leadership and management of expectations;
Innovation Many of the regional stakeholders view HEIS as the primary source of innovation, although international research shows that it is one source only (and not a primary source) 20.
In relation to the role of HEIS, stakeholders highlighted the real challenges for SMES to access and absorb the‘appropriate'Intellectual Property.
These initiatives bring together a range of stakeholders, for a variety of reasons, for example: to respond to a particular need and/or crisis (e g.
and within the Doehlg structure that harnesses the range of stakeholders required to deliver, at the regional level, on a cohesive and coordinated enterprise focused agenda.
Discussions at the workshop and through one-to-one consultations demonstrated an understanding and'maturity'across a wide range of stakeholders of the importance of innovation to the future growth of the region
OVERVIEW, FINDINGS & ACTIONS 28 Key points of interest and potential The absence of a university within the region has been cited by regional stakeholders as a significant deficit
Key Actions (Extract) The enterprise development focussed Spirit of Enterprise Forum is an initiative that has brought together the relevant stakeholders over the past 3 years,
Methodology Desk-based research and one-to-one consultations with a range of stakeholders were undertaken to outline the current status of the region and highlight opportunities and challenges specific to it.
and more recently, software development provide a strong platform for future growth in emerging convergent sectors. 9`A workshop for key economic stakeholders was held in Kilkenny on 9th june 2009 10 The sectors listed should not be considered an exhaustive listing,
A joint approach needs to be taken to developing the Southeast's tourism products by stakeholders and tourism promoters for the successful exploitation of particular market segments, especially domestic holidaymakers.
Leadership and Strategic Capacity The ability of a region to realise its economic potential hinges very much on the ability of key regional stakeholders to act cohesively-in support of key enterprise sectors/activities with potential for growth,
and there are good examples of where the regional stakeholders have acted collaboratively to achieve certain regional goals-for instance,
The regional stakeholders also need to consider the unique urban configuration within the region and how the other strong centres in the Southeast along with the Gateway can operate more effectively in concert to achieve critical mass.
and other interested stakeholders representing business, local authority and community interests. Skills related labour market interventions at both national and regional level will need to realise the following aims:
and other stakeholders. Initiatives such as the North West Cross-Border Workforce Development Forum can be important tools in identifying how the existing skills base can be reoriented towards areas of growing skills demand within the region26.
Further development of tourism-related opportunities will require a specific focus-in conjunction with Fáilte Ireland and other relevant stakeholders.
There are many actions that can be taken at a regional level, with the relevant regional stakeholders acting collaboratively,
The role of the Business Development Manager in each region is to liaise with Industry stakeholders to provide support in developing businesses capability and standards to support business goals, service standards, profitability and longterm sustainability,
It includes inputs from Enterprise Ireland (EI), IDA and SFI, Fás, the HEA and Fáilte Ireland and other stakeholders,
involving the enterprise agencies, local authorities and other regional stakeholders. A2. Accelerated Development of the Waterford Gateway A review of the Planning and Land use and Transport Strategy (PLUTS) and the Strategy for Economic, Social and Cultural Development of Waterford City 2002-2012 should be undertaken under the auspices
and other relevant stakeholders as and when appropriate. Tourism: build on the progress achieved to date under the Fáilte Ireland operational plan for the region.
and in-region stakeholder consultation carried out as part of the Forfás Regional Competitiveness Agendas (2009)
A joint approach needs to be taken to developing the South East's tourism products by stakeholders and tourism promoters for the successful exploitation of particular market segments, especially domestic holidaymakers.
it will be for the higher education institutions in the region to work collaboratively towards the achievement of this status. 70 8. Local Governance The ability of a region to realise its economic potential hinges very much on the ability of key regional stakeholders to act cohesively-in support of key enterprise
Despite the challenges of regional cohesion, there are good examples of where the regional stakeholders have acted collaboratively to achieve certain regional goals-for instance,
involving the enterprise agencies, local authorities and other regional stakeholders. 74 A2. Accelerated Development of the Waterford Gateway A review of the Planning and Land use and Transport Strategy (PLUTS) and the Strategy for Economic, Social and Cultural Development of Waterford City 2002-2012 should be undertaken under the auspices
and other relevant stakeholders as and when appropriate. Tourism: build on the progress achieved to date under the Fáilte Ireland operational plan for the region. 69 Including entrepreneurship,
33 CHAPTER 4. STAKEHOLDER'S INVOLVEMENT...41 CHAPTER 5. A METHOD THAT GOES BEYOND GOOD PRACTICES:
and other societal stakeholders act in this context? The challenges faced by modern economies urgently call for new forms of collective action between public and private stakeholders
in order to better integrate social challenges into research and innovation. A new approach is necessary to solve problems where social and technological progress co-evolves
and involves multilateral collaboration among different stakeholders. The presence of social entrepreneurs, new actors on the innovation scene are necessary to bring forth the social dimension.
Involvement of various stakeholders. Learning spaces where good future dialogues are held for stakeholders to interact
and liaise Initial funding, maintenance of the research system and liking together the natural sciences and the social science.
further progress calls for a greater involvement of stakeholders who can introduce the necessary capabilities and interests in research and innovation to address social challenges.
'A wealth of dispersed, uncoordinated, experiments involving various stakeholders in different learning spaces are already in place
and specific instruments that could enable governments and other stakeholders to address social challenges 12 FOSTERING INNOVATION TO ADDRESS SOCIAL CHALLENGES through research and innovation.
New collective experimentations involving multiple stakeholders, including users and concerned parties, have been developed. Although mainly restricted to information technology innovation activities,
Social challenges are also multi stakeholders (e g. universities, research institutes, private companies, government, civil society, citizens.
This calls for more research activities on multidisciplinarity and promoting stakeholders'involvement, in particular by favouring the implementation process of research priorities
the OECD LEED Programme1 created a multi-stakeholder Forum-the Forum on Social Innovations (FSI) 2 Built around this principal objective,
its multi-stakeholder nature; its balanced approach between a theoretical and practical dimension; and its international scope.
The FSI stakeholders, through a consultative process with international experts carrying out field analysis in several countries to identify its main features,
and can deal with new stakeholder and territorial relationships: Social innovation seeks new answers to social problems by:
Too often, stakeholders work separately and/or against each other, hence limiting or annihilating their respective impact.
and engage all the key stakeholders in their efforts. Let us take the example of Jean-Michel Ricard and Jean-Daniel Muller,
to mobilize key stakeholder groups to systematically address them, to implement and sustain empowerment models,
in developing regional independence with effective collaboration with a variety of stakeholders and local actors;
The importance of collaboration among stakeholders 47 FOSTERING INNOVATION TO ADDRESS SOCIAL CHALLENGES and researchers both in social science and natural science has been recognized gradually.
the project takes an open roundtable discussion approach that stakeholders sit on the same table
and arrangement to promote dialogue in multi-stakeholder settings, which I have developed with my colleagues over the years, called Good Future Dialogue.
It necessitates a development and implementation of totally new policy instruments and methods to address new connections to stakeholders and actors.
The role of the facilitator is to ask certain questions from the stakeholders present representing different perspectives, voices, to the topic at hand.
2008.67 FOSTERING INNOVATION TO ADDRESS SOCIAL CHALLENGES innovative businesses, collaborating strategically with various stakeholders like international organizations, NGOS, rural communities, etc.
Multi-Stakeholder Communication Level1 Level2 Educating to all employees about sustainability Level3 Identifying the agenda to tackle Level4 Integrating into every process of business The Goal for Sustainability Affirmative Social
Sharing experiences with society Way for social challenge by business Level Process Business Ways & Tools 1 Multi-Stakeholder Communication Communication (with NGOS, Labor union, Coomunity
insufficient cooperation between stakeholders; fragmented knowledge transfer policies; and insufficient expertise regarding support of (social) entrepreneurship in the (semi) public sector. Insufficient cooperation and networking between stakeholders Innovation for social challenges clearly involves a wider set of stakeholders in the process of generation of ideas, application
and diffusion. One thing is for sure, solving complex social problems by knowledge and innovation, is no longer a task of government alone,
This stresses the importance of cooperation and networking between stakeholders. However, this cooperation does not appear automatically.
Which mechanism could help the public sector to target stakeholders which normally are included not in the policy definition project?
For innovation to successfully address social challenges the importance of (new) partnerships and (new) stakeholders cannot be overrated.
How to capture the interest of relevant stakeholders for identifying social priorities? What is the institutional infrastructure
find the right incentives for all stakeholders to participate and contribute. 74 FOSTERING INNOVATION TO ADDRESS SOCIAL CHALLENGES We need innovations in the field of technology, in working methods, rules and conduct.
and on the other hand dialog processes to give societal stakeholders the possibility to contribute to the definition,
If stakeholders rather than citizens are selected as participants in a consensus conference the procedure can have the opposite effect:
at the end of the conference the stakeholders are committed even more to their positions than at the beginning because they were unable to shrug off their role as representatives of particular interests during the consensus conference.
personally invited stakeholders and experts, or sometimes selected participants, meet in the run up to the conference over two weekends
but they serve as a basis for reflection and discussion among stakeholders from the public and private sectors.
and linkages with social innovators and other social innovation stakeholders should be strengthened so that social innovation experiments feed in the research community.
where different types of stakeholders are involved in research programming In the UK NESTA provided interesting examples of new forms of labs that deal with social challenges (climate, aging, health. etc) Proposal 6:
To the extent possible, the variety of public decision-makers should reflect the diversity of stakeholders,
in order to involve more private stakeholders (concerned by solving social challenges). The governmental process should be able to gather the competencies
One way is for the OECD to help stakeholder to better characterise the notion of social innovation,
The challenge ahead is to bridge the gap between stakeholders and embrace differences and to move from debate to the delivery of new practical tools and approaches.
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