As analysed in detail by our publication entitled‘Status Report on Enterprise RDI8, which came out in 2012,
Regional Innovation Scoreboard. http://ec. europa. eu/enterprise/policies/innovation/files/ris-2012 en. pdf Date of download:
) CEB City/County Enterprise Board CERT Training and Research body in the Tourism & Hospitality Sector CFRAMS Catchment Flood Risk Assessment and Management Studies CLÁR
Body for Enterprise and Science GDP Gross domestic product GSI Geological Survey of Ireland GVA Gross Value Added
SME Small and Medium Enterprise SPA Special Protection Area Suds Sustainable Drainage systems TI Tipperary Institute VEC Vocational education Committee WFD Water Framework
50 3. 3 Development Roles for Different Types of Urban Centres 55 4. 1 Summary of Appropriate Locations for Increased Enterprise Activity 73 5
The Economic Development Strategy supports rural diversification and encourages provision for small scale on-farm rural enterprises and enterprise development in the smaller towns and villages,
New uses of agricultural land, such as afforestation and enterprises based on the processing of the natural produce of an area,
Enhance enterprise development, Science, Technology and Innovation, working age training and skills provision to improve economic performance,
competitiveness and our capacity to generate new enterprise‘winners'from the indigenous sector as well as continue to attract high added value foreign direct investment;
and enterprise supported by local infrastructure servicing programmes, the acquisition of key sites that unlock potential for backland development
Many of the more rural areas of the Southeast have the capacity to augment their established agricultural strength through initiatives such as the development of specialist tourism attractions and other off-farm income generation enterprises.
Beneficiaries of the infrastructure include the region's largest companies, small and medium enterprises and the community at large, the Institutes of Technology campuses in the region, local authority and HSE offices, industrial and business parks,
and many other public and private enterprises. The Southeast Regional Information Society Strategy and Action Plan (SEISS) was the catalyst for these projects.
This includes developing strategies to create employment, to foster enterprise and innovation and support economic development.
and 3. Action derived from strong regional economic strategies across the enterprise agencies, regional and local authorities,
and job losses in major export-led enterprises the need to provide appropriate enterprise land with adequate water
and waste water services to accommodate the enterprise areas in which the region has some competitive advantage the need to create vibrant city
and town centres with high levels of enterprise activity the need to provide the infrastructure needed to attract investment into the region the need to create stronger linkages between Higher and Further Education institutions
and the private sector and enterprise development the need to develop a critical population and labour force mass by integrating Waterford
which it relies the need to facilitate the appropriate development of enterprise in rural areas. The successful development of the gateway, hubs and county towns will provide the region with locations of scale that will possess the population, skills, business services,
infrastructure and existing enterprise base necessary to attract Foreign Direct Investment against similar competing locations nationally
together with significant and developing sectors such as tourism, enterprise, local services and other sources of off-farm employment, will be the mainstays of a strong rural economy.
This development has been supported by local authorities through their Directors of Community and Enterprise and through the work of the County Development Boards.
and seeking to achieve innovation and enterprise in indigenous and emerging industry sectors, such as green/renewable energy,
and have sufficient capacity to ensure growth in enterprise activity. A5 Identifying and developing a small number of first class business locations with first class infrastructure capable of attracting Foreign Direct Investment
This public investment programme has been accompanied by extensive private investment in the enterprise development, residential, retail, commercial, leisure and healthcare sectors.
It is also important that housing in rural areas should not impede rural enterprise, e g. mineral extraction or quarrying activity.
1. Securing the Enterprise Economy and Restoring Competitiveness; 2. Building the Ideas Economy Creating‘The Innovation Island';
There are approximately 17,000 employees in Enterprise Ireland client companies across the region (Southeast Regional Competitiveness Agenda, Forfás, 2009.
There are also many indigenous SMES (Small to Medium Enterprises) that play a significant role in the regional economy, some
of which are supported by City/County Enterprise Boards. Overseas industry is concentrated mainly in electronics and precision engineering, pharmaceuticals and healthcare and in internationally traded services.
Foreign-owned enterprises are concentrated in Waterford City (Gateway), in the Hubs and the County towns. This reflects the requirement of many IDA client companies across the country, that is,
and the‘Spirit of Enterprise'initiative) already demonstrate its commitment to the five priority areas for action set out above in the Government Strategy‘Building Ireland's Smart Economy A Framework for Sustainable Economic Renewal'.
which are vital to foster a wide range of enterprise activity and employment creation. These include:
and now both visitors to an area or industrialists wishing to establish an enterprise in an area look to the quality of life,
Development of Enterprise Parks to facilitate the development of indigenous industry and services also with links to third and fourth-level research and development activity Enterprise Ireland;
Development of first class office space that will serve as a centre for the development of the software and internationally traded services in the region Enterprise Ireland;
Development of quality industrial estates to accommodate small to medium enterprises Local authorities/City and County Enterprise Boards/Private Developers;
and County towns The priority in terms of providing for new and expanded enterprises in Kilkenny and Wexford needs to be the provision of first class business/technology parks
and industrial units that will meet the needs of foreign-owned and indigenous enterprises. The provision of first class infrastructure and facilities in these locations will help in development of‘critical mass'in the region
Clonmel and Dungarvan developing business/technology parks and industrial units that will meet the needs of foreign-owned and indigenous enterprises.
and recreational facilities High quality telecommunications and energy supply and access road and rail) First class office space Business and enterprise support services Development of innovation and training centres Improved public realm
Enterprise Ireland recommends that community-owned enterprise centres for the future would need to be of a higher quality with better facilities and more expertise in business development.
Enterprise Ireland will focus on the support of existing indigenous enterprise and the provision of enterprise centres for small industries in the Gateway, Hubs and County towns.
and to foster a wide range of enterprise activity and employment creation. 4. 4 Other Urban areas The potential of larger towns and District Towns to support sustainable economic activity will need to be supported by the development of Industrial Estates,
Enterprise Parks and District Enterprise Centres. This is compatible with promoting critical mass at nationally and internationally competitive urban areas,
Employment & Economic Development Strategy 65 public transport networks and through innovation, enterprise promotion and business links.
Local authorities, County Enterprise Boards local development organisations and private developers should work in partnership to develop local business incubator units in Key Local Towns identified in the relevant County Development Plans.
enterprise and local services, while at the same time capitalising on and drawing strength from vibrant neighbouring urban areas.
Diversification of farm enterprise is considered essential for the maintenance of vibrant rural communities. Farmers'markets have the potential to bring added value to the producers of farm fresh produce,
Alternative farm enterprises outside of traditional areas of diversification would broaden the agricultural base of the region to prevent an over-reliance on specific markets
Sustained investment in R&d is an essential foundation to maintain the competitiveness of the enterprise base
High level Research and development is also becoming an important strategic priority, not just within existing enterprises,
facilities for R&d such as applied research institutions and science and enterprise parks with links to the existing third-level institutions.
which provide important resources to industry and enterprise in the region. The existing employment base and infrastructure of such industries should be expanded through the promotion of similar and related activities and the installation of supporting educational links with third and fourth-level institutions and research and development facilities.
FÁS, through maximising the use of its own facilities and by use of community enterprise and community Regional Planning Guidelines for the Southeast Region 2010-2022 Section 4:
subject to demonstrating that the environment will not be impacted negatively. 4. 9 Summary of Appropriate Locations for Increased Enterprise Activity A shift towards more balanced patterns of development will be achieved by meeting enterprise requirements at the appropriate standard and scale
However, these designations can be adapted to accommodate a variety of enterprise, community and educational facilities to support local economic development. 72 Regional Planning Guidelines for the Southeast Region 2010-2022 Section 4:
Employment & Economic Development Strategy 73 Table 4. 1 Summary of Appropriate Locations for Increased Enterprise Activity 4. 10 Regional Competitiveness Agenda The Regional
the national advisory body for enterprise and science. 4. 10.1 Enterprise Dynamic The Southeast Region exhibited strong employment growth over the period 1998-2008 and, not unlike other regions
Gateway Business and Technology Parks-IDA Enterprise Parks Enterprise Ireland Industrial Estates Local authorities/CEB/Private University standard third and fourth-level educational facilities Hubs
and County towns Business and Technology Parks-IDA County Enterprise Parks Enterprise Ireland Industrial Estates Local authorities/CEB/Private Third and fourth-level educational facilities ITS and outreach centres Large
Towns Industrial Estates Local authorities/CEB/Private Enterprise Parks Local authorities/CEB/Private District Towns Industrial Estates-Local authorities/CEB/Private District Enterprise
Centres-Local authorities/CEB/Private Key Local Towns Local Business Incubator Units-Local authorities/CEB/Private Economic Infrastructures Enterprise Dynamic Leadership and Strategic
there are important initiatives being undertaken within the region in support of increased levels of entrepreneurship, for example, the collaborative regional‘Spirit of Enterprise'initiative.
while incubation and enterprise centres throughout the region are providing useful supports to small firms. 4. 10.2 Skills
and the broadband offering in the region needs to be improved to support future enterprise potential. 4. 10.4 Quality of life Quality of life can be discussed from many different perspectives
from an enterprise development position there is recognition that a high quality of life that is inclusive and accommodating of diversity is a key component in regional competitiveness
from the planning and delivery of critical infrastructures and the development of concentrated and well planned urban development to the facilitation of enterprise development through stimulating networking,
The Spirit of Enterprise Forum is one example which demonstrates an ability within the region to act collaboratively
which to build future initiatives in support of enterprise development. 4. 10.6 Realising Future Potential:
and how they might be harnessed to further develop the existing enterprise base and to capture future sectoral opportunities.
a key characteristic of global enterprise trends is increased the blurring of sectoral boundaries-where advances in science,
and more recently, software development have provided a strong base to build strong enterprises (both indigenous and foreign in origin) within the region, particularly in Medical Technologies, Food Processing, Pharmaceuticals and International & Financial services.
Employment & Economic Development Strategy 767 focused teams under a regional umbrella-possibly the Spirit of Enterprise Forum-to further explore specific opportunities in identified sectors.
Leadership 5. The enterprise development focus of the local authorities and City/County Development Boards is on leadership and a cohesive approach to supporting enterprise development in the region.
and can work collaboratively with the Regional Authority to develop dynamic enterprise policies at regional level.
This should be a core priority of the regional enterprise forum, with support from a cross-regional Gateway Implementation Group action at both regional and national levels.
Infrastructure 7. High quality and pervasive broadband is a fundamental enterprise and quality of life requirement. National efforts will have to be made to overcome these issues in the main;
Development Plans should encourage the establishment of local, indigenous enterprise that is sustainable in terms of environmental impact,
Rural Enterprise With the changing structure of agriculture, the need for alternative and complementary rural enterprise activities will be evident.
Planning Authorities should make provision for small-scale on-farm rural enterprises and enterprise development in the smaller towns and villages
particularly to accommodate the different types of enterprise sectors and the significant potential of tourism to contribute to the rural economy.
Natural resources In addition, the creation of opportunities for the establishment of enterprises based on the processing of the natural produce of an area and development of renewable energies should be supported by the development plans and policies of local authorities, subject to environmental considerations.
and 3. Action derived from strong regional economic strategies across the enterprise agencies, regional and local authorities,
Assist the development of indigenous sustainable energy enterprises; Support and promote sustainable indigenous Bio-energy industries including the Bio-ethanol industry. 6. 2. 2 W ind Energy The Southeast Regional Authority is supportive of wind farm
The Community & Enterprise Section of the local authorities plays a key role in supporting the development of communities by giving direct support
and community facilities and for incorporating such facilities into major enterprise and other employment generating developments.
However, under the auspices of the Regional Authority Implementation Committee, a group will be constituted to liaise with key national level organisations and agencies such as the Department of Transport, IDA, Enterprise Ireland,
-The level and distribution of population growth in the region-The extent of housing development in the region-The stability of the rural population-The availability of serviced land-The extent and distribution of new enterprise within the region-Changes
and 3. Action derived from strong regional economic strategies across the enterprise agencies, regional and local authorities,
Declan Mcpartlin Elected Member Wexford County Council Ms. Siobhán Mcevoy Regional Manager IDA Ireland Mr. Martin Doyle Regional Manager Enterprise
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
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.
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.
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.
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.
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.
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
the new forms of industrial organization that capitalist enterprise creates. Schumpeter 1947: 82 3)) Appendix:
and directing government procurement to young or smaller fi rms while also ensuring the rapid payment of invoices to small and medium enterprises (SMES).
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...
The country is home to both multinational enterprises and local companies, both consolidated industries that have become international leaders and emerging technological sectors.
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,
Main stakeholders Business groups and research and innovation enterprises with capacity for international leadership in emerging fields of activity.
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,
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.
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
The country is home to both multinational enterprises and local companies, both consolidated industries that have become international leaders and emerging technological sectors.
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,
Main stakeholders Business groups and research and innovation enterprises with capacity for international leadership in emerging fields of activity.
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,
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.
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
or universities and mostly rely on the resources of large enterprises, i e.,,,,multinational companies. It is a non-negligible experience of the past 25 years that the utilisation rate (contracting in time
(inter-sectoral) mobility between the researchers-teachers-students and the enterprise developers; effect reducing the brain drain
There is a serious mismatch in the case of some disciplines between the infrastructures and the needs of the enterprises and the researchers. 20 Because of this,
if there is an enterprise sector requiring and utilising the services of the research infrastructure. An important element of the RI development is in kind contribution
and has exceptionally good relations with enterprises and institutions serving as sponsors of translational research.
Hungarian enterprises would have a good chance of participating in the development and supply of laser and vacuum technological equipment.
1 Ireland's Smart Specialisation Strategy for Research and Innovation Summary July 2014 DEPARTMENT OF JOBS, ENTERPRISE AND INNOVATION 2 1. Introduction National or Regional Research
and the local delivery of assistance to entrepreneurs and smaller firms via the new Local Enterprise Offices.
chaired by the Secretaries General of the Departments of the Taoiseach (Prime minister) and of Jobs, Enterprise and Innovation
and published. 3 Medium Term Economic Strategy 4 2. 2 Enterprise Context The overall objective of Enterprise Policy as set out by the Department of Jobs,
Enterprise and Innovation (DJEI) and Forfás over many years4 is to grow incomes and standards of living in Ireland through competitive and sustainable enterprise, innovation, productivity and employment growth.
Ireland's enterprise policy is focused on the core planks of productivity and innovation, delivering on an agenda of enterprise transformation to create a competitive and sustainable platform for growth and job creation.
Ireland's enterprise policy embraces start-ups, Irish owned firms (both nationally and internationally trading) and foreign direct investment, including greenfield and expansions.
There is a strong focus on intensifying promotion of entrepreneurship and the scaling of Irish owned firms
Ireland's enterprise policy continues to focus on an export-led growth strategy as the most sustainable route to deliver jobs
Enterprise policy is focusing on realising the economic benefits of its investments to date in R&d infrastructures,
Ireland's enterprise policy aims to derive increased economic benefits by building sector-specific ecosystems,
and cooperation between enterprises (particularly SMES) and fostering better exploitation of innovation. 2. 3 Ireland's Enterprise Structure Ireland's enterprise structure is made up primarily of firms that:
clean 4 Making It Happen Growing Enterprise for Ireland, Forfás/DJEI, 2010 5 technologies, tourism, construction etc.
Foreign owned MNCS have been key to delivering on Ireland's enterprise policy since the 60s.
and Social enterprises also provide employment opportunities and contribute to the social fabric of local communities,
The categorisation of Ireland's enterprise sectors set out in Figure 1 is based on a detailed analysis of sectors in Ireland and future areas of opportunity for Ireland over the period to 2020,
CSO databank, Forfás BERD surveys Indicators also show that Enterprise R&d intensity continued to increase.
The BERD Survey of 1, 600 enterprises engaged in R&d in 2011 showed that 27 per cent had spending of €500,
and a reputation for research excellence and has an increasing base of enterprises engaging in RD&I activity with RD&I active enterprises demonstrating better resilience in the current difficult economic climate.
and direct support to the enterprise sector to help individual companies to build their capacity for research and development.
and increase innovation in the enterprise sector to accelerate Ireland's economic path of sustainable growth.
In the last decade we have trebled the level of investment in research and development, providing enterprise support for R&d, investing in human capital, physical infrastructure and the commercialisation of research.
This investment has contributed significantly to an increase in Foreign Direct Investment (FDI), the competitiveness of indigenous enterprise and to the creation and application of new knowledge and technologies.
and enterprise partners in locations in more than one region for example INSIGHT and AMBER9. Ireland also seeks to leverage the national investment to catalyse all island
However, the enterprise base in a priority area typically spans more than one region and research and development needs in companies are multi-disciplinary requiring collaborations across a number of research areas drawing on research strengths nationally.
and capacity and particularly areas that have the greatest potential to deliver economic return through enterprise development, employment growth and job retention in Ireland;
and Ownership The high level Government appointed Research Prioritisation Steering Group comprised a range of entrepreneurial actors including representatives from academia, enterprise, finance, public sector organisations and advisory bodies and the Chief
I. 6. 2 Analysis of context and potential for innovation 6. 2. 1 National Research and Enterprise Strengths and National and Global Opportunities A significant input to the work of the Steering
Global Market Opportunities, Growth Markets and the Positioning of The irish Enterprise Base10; Drivers, Trends and Societal Issues from a National Perspective in a Global Context11;
the enterprise dimension, the societal dimension, and Ireland's existing research base, provided context and a basis for assessing the potential for innovation 6. 2. 2 International Review The group also examined consultative prioritisation exercises in other countries (UK, Sweden, Denmark, The netherlands, and Japan).
and Israel were facilitated also by Steering Group members during the process. 10 Review of global market trends, growth markets and the positioning of The irish enterprise base, 2011.
The rest of the membership comprised representatives from each of the relevant funding organisations active in the thematic area and representatives from the university sector, the institutes of technology sector and the enterprise sector.
Creative and Cultural Enterprise ICT including next generation internet and computing, information security, software, gaming, social networking, digital media, digital content, e-learning;
Creative and cultural enterprise. Innovative Processes for Enterprise (Advanced Manufacturing and Business Services) Advanced manufacturing (including applications in ICT, pharmaceuticals, biopharmaceuticals, bio processing, medical technologies, food and drink etc.;
Business and services innovation (e g. financial services, educational services, etc. Potential priority areas were established based on a top down process drawing on priorities identified at EU level
which Irish-based enterprises already compete or can realistically compete What are the potential applications or products and
In parallel, the Steering Group invited the main enterprise and higher education representative bodies to provide formal written inputs to the stakeholder engagement documents compiled by each TWG.
and recommended to Government as areas that would become the focus of future research 17 investment that is oriented towards The irish enterprise base (see Table 3). Detailed descriptions of the priority areas
(i e. total Government investment in research less the research component of the block grant to HEIS and the funding administered by the enterprise development agencies for in-company performed R&d).
Alignment and coordination of funding programmes and calls across enterprise agencies. A requirement for all funding agencies to adopt a stage-gate approach based on excellence
Greater emphasis on fostering interdisciplinary research, both within the natural sciences and also with social sciences and business disciplines in the context of innovation In services. 20 Deeper engagement between enterprise agencies
and the national health system to maximise synergies between the biomedical enterprise base and research in the public health sector.
Active communication and cooperation between the enterprise development agencies and clinicians and medical regulatory bodies to ensure mutual understanding of regulatory challenges facing next generation medical products.
Each action plan seeks to ensure an alignment between publicly funded research within the priority areas and the research needs of enterprise.
The PAG carried out a series of 6 thematic workshops aligned with the Priority Areas to facilitate the sharing of information between research funding agencies and departments on enterprise research needs within specific sectors.
The objective was to synthesise this knowledge into a comprehensive national picture across all sectors of internationally trading enterprise.
The collective understanding that emerged from these workshops has been opened up for scrutiny and validation via subsequent direct engagement with enterprise.
relevant to the competitiveness of Irish based enterprise. SFI programmes support academic researchers and research teams;
excellence and importance to enterprise recruitment initiatives to attract iconic research leaders to Ireland, including support for the development
Enterprise Ireland Provides direct supports for R&d activity within Irish firms, and supports for companies to build R&d capability and acquire new technology through licensing.
This is a joint initiative between Enterprise Ireland and IDA Ireland allowing Irish companies and multinationals to work together in these centres.
and that is why the enterprise agencies decided to examine new ways of targeting support at manufacturing.
and the Enterprise Ireland/IDA programmes will support their adoption and utilisation. 8. Monitoring and Evaluation Through the Prioritisation Action Group,
1. To stretch the public enterprise support system in order to maximise the impact of public investment in R&d under Research Prioritisation. 2. To assess the success over time of the implementation of Research Prioritisation.
The PAG compiled a list of 78 metrics for the enterprise support environment at varying levels of granularity categorised into inputs
and to ensure that the enterprise development system is aligned accordingly, a set of targets were developed for the agencies
funding for business sector R&d, administered via State agencies including IDA Ireland, Enterprise Ireland and others;
June 2013) Assessment of enterprise research needs to build a comprehensive national understanding of research needs across all sectors of internationally-trading enterprise completed has been carried out;
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