to fi nance venture and social innovation funds, to incentivise large scale community level innovations to transform the public sector
The Business Panel on future EU innovation policy was established by DG Enterprise and Industry of the
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
Keith Sequeira at DG Enterprise and Industry The ideas presented in this report are those of the panel
European commission Directorate General for 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
competition for best ideas and applications, and Europe must stand out. More technology is not the solution.
Business innovate mainly for return on investment society must innovate for social return and transformation.
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
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
and broker bolder investment readiness initiatives 5. New places for new types of collaborations. Innovation feeds on
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.
collaboration as much as by competition, it is something you do with people rather than to them.
capabilities for innovation †defi ned in such terms as human capital, investment, quality of ideas and stance to the
aging, globalisation or climate change as new opportunities for sustainable growth and enhanced well-being. In
transforming economy. This report provides an inspiring, ambitious and very necessary part of the answer. It shows
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
opportunity. Here the Business Panel is providing exactly the kind of fresh and strategic thinking which Europe
This holds for companies, for regions, for national economies and even more so for the European union as a
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, as a network of European third sector leaders, welcome the recommendations of the Business Panel on the future
The third sector is acknowledged as a stakeholder in the European economy, on an equal footing with business and public administration.
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. We hope the recommendations will be
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
changes in society and the economy. For citizens, this means unleashing the potential of a broad range of ideas
that public policy can link people to opportunities infrastructures, competencies and incentives. Innovation policy to reinvent a new Europe in the future will involve
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 The European fl ag needs a new star ††The Sea star††which
most competitive global knowledge economy and is not investing eff ectively or appropriately in the infrastructure
competences, creative environments and businesses needed for 21st century innovation What is innovation Traditional concepts of
products, services, processes or improved organisational or marketing strategies We use John Kao†s defi nition
low risk investments. Thus people, entrepreneurs and companies with ambitious and creative ideas fi nd
â€oe I have had the opportunity to work at a large number of companies as an operational manager or a consultant.
older people in our societies and economies X Future of the young Countries as diverse as Spain, Sweden and Ireland all face
value through the provision of relevant opportunities Without the right kind of support, the most talented will
be developed to give people access to opportunities infrastructures, competencies and incentives X Safety of Future Technologies
destruction†to borrow a phrase from the economist Schumpeter. We need creative destruction, which means
identifying and realising innovative opportunities by mobilising resources and networks that stretch across boundaries and countries
the way the social environment reacts. Will innovative behaviour be ridiculed or admired†â€oewhat is typical for our last
Businesses innovate mainly for return on investment whereas society must innovate for social return. Europe
volunteering and active citizenship, providing services for underprivileged and marginalised groups, with a strong focus on health and education.
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
Investment Bank (EIB) and through the EU structural funds and EU level recognition. To increase reach
delivering new services that improve the quality of life of individuals and communities. It tends to be
entrepreneurship and research, and provide role models for elderpreneurship, establishing new systems to draw on the expertise and experience
demands and by unlocking their potential •Teach the young to manage creativity and innovation:
to increased global competition and the pressing need to address climate change, ageing and the other societal
sectors, including small and medium enterprises as well as large ones. The European union can take a leading role in
services, public procurement and intellectual property -that both drive innovation and are synchronised with the
and demand of innovations, and involving public sector reform •Synchronised action requires that EU directives and
and empower citizens to co-create new services. This would support the transformation of the public sector
services, not technologies •Open up procurement markets for new entrants e g. by removing the requirements for track record
resources to grow the new industries and services that will be decisive to the upturn †not if,
Europe is still putting its infrastructure investments as it did in the 19th and 20th centuries, like bridges, roads
such infrastructure investments fail to realise the disruptive nature of new technologies or to capitalise on
services and large companies 7 OECD 2009a. Summary of OECD Roundtable on responding to the economic crisis:
Fostering industry restructuring and renewal, Paris 1 april From innovation unlimited â€oean effi cient infrastructure is
comes from the services that come from it and not the infrastructure itself†â€oethere is hardly any European
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 placing new challenges on communication and participation. This can be a strength, as Europe has a
services and business models It will transform how people work and live by increasing both location independence
and services, with more world class hubs in Europe that are based on multi-disciplinarity, diverse partners
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 Why smart grids Smart grid delivers electricity
low carbon economy The EU has a Technology Platform and R&d on smart grids, but no clear policy
demand response, cross-border retail competition or smart metering standardisation 21 2. 4) Innovative fi nancing models
From incumbents to new entrants from public vs private to public private partnerships Risk and uncertainty are inherent in innovation.
environment, smarter logistics, the internet of things new materials, medical applications and aging We are currently a long way from these goals.
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
better at allocating capital to innovation than a properly regulated and incentivised private sector. â€oe European
Venture capital Association â€oeimproving the access to public fi nancing for innovation by business should be a
venture capital funds is a positive development, however it is important that SMES have equal access as is the case for
Current venture capital and stock market models have shown their limitations, and investments made using these models in Europe risk being lost unless these
models can be reinvented rapidly. Without this, the pipeline of innovative companies and talent will be dry
with the European Investment Bank (EIB) becoming a European Innovation Bank Failures are a necessary aspect of innovation processes
and economic policy is necessary to move further to develop European regulation in such a way as to stimulate innovation and entrepreneurship
We propose •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
corporate venturing and societal innovation funds BASF Grameen Ltd In March 2009, BASF and Grameen Trust established a
and opportunities of the poor of Bangladesh. BASF€ s initial investment was â 200 thousand together with in kind
contributions http://www. basf. com/group /pressrelease/P-09-155 23 •Accelerate pan-European venture capital funds
as a new role for the expanded EIF to create and facilitate funds with the critical mass of resources
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
venture capital market We believe similar leadership from the European Commission and EIB Group is needed now to catalyse
Caisse des dã pã'ts (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...
invention/research processes and related exchanges, 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: -dominance of large actors, unequal access to information, secrecy of price formation†all of which result in
A fi nancial market place for intellectual property investment and coverage, in line with a similar
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.
services. It is expected that this model must demonstrate after a few years in operation that it is
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
investment Fund of which CDC is a founding shareholder 25 2. 5) New places for new types of
future products, services and ways of working create value. Stimulating productivity and long-term economic growth is thus as much about experimentation and
expect to see an open environment that stimulates and supports innovators from SMES, public sector universities, as well as large companies
parks, incubators, research networks and educational exchanges in specific research areas. Closed innovation systems of laboratories, universities, research institutes
tools give new opportunities to increase cross innovation between companies and research centers††â€oe
challenges and opportunities of the new human-centric design approach, to promote design as a relevant approach
the forthcoming discussions on the EU budget provide a unique opportunity to change course on innovation.
The Business Panel on Innovation was established by DG Enterprise and Industry to provide inputs from
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.
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 The current EU innovation policy framework follows the Broad Based Innovation Strategy from 2006
â'include expertise from a range of sectors, e g. services, manufacturing, technology based, fi nance
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
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 Information obtained through participation in the panel will be confi dential.
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
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
of the economist Schumpeter, which views innovation as essential to economic and societal transformations over periods of
economic system which continues to generate novelty and select amongst alternatives Verspagen 2005: 496 The Schumpeterian approach is in contrast to
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
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
creative destruction†(The Economist 2009 In Capitalism, Socialism and Democracy Schumpeter states â€oethe fundamental impulse that sets and keeps
capitalist enterprise creates. †(Schumpeter 1947: 82†3 Appendix: relevant studies and analysis of innovation
the economy keeps changing, and thereby creating new futures. Nelson (1996: 87) argues that this is â€oeschumpeter†s most consistent and
-Schumpeterian Economics, Hanusch and Pyka (2007: 1161) stress that modern neo -Schumpeterian scholars have developed these
and economies can take a narrow corridor for growth between bubble and stagnation, seen over historical time
importance to how the economy changes †especially after the fi nancial and industrial crises starting in 2008
the economic system) through innovations new knowledge, new organizations competences and market creation. If change is
Innovation and entrepreneurship continue to disrupt the economy, thereby sometimes fundamentally changing activities and moving the economy in new directions
One implication is that public policy must support the †change†processes. Fundamental transformation may lead to reactions, such
that attempts to create change will also lead to resistance and inertia. This can lead to
parts of the economic system (Mckelvey and Holmã n 2006. Such tensions spring, for example, from diff erential rates of change
stimulating innovation and entrepreneurship †through the direction or governance of the overall system. Policy should be designed to
8 Nelson goes on to argue that †standard equilibrium theory in economics cannot cope with it and its economic consequencesâ€
support, 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. â€oemeasures 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
demands and frameworks of regulation. The precise roles of policies and governance at European, national, regional and local levels in
relevance to the economy. These can be new goods, a new quality of a good, new method
new business models, new services, and new marketing techniques. From an economist†s perspective, one needs to diff erentiate the
9 This is the same rationale underling public investment into basic science. The public supports long-term 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
products or services, including radically new markets. Radical innovations may contribute to †technological revolutions†(paradigms) and
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
that it off er key opportunities to solve grand societal challenges. This implies that innovation
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
European union, especially how the economics of innovation approach provides new insights upon governance of public policy
the latent demand The Panel has used the notion that public policy can help change the fi nal results †and help
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 or makes all the decisions Instead, we need an open governance system where designing public policy for the future can
means that stakeholders should be more directly involved in setting policy •Design a fl exible organizational structure for
communities and stakeholders It is clear from the Panel†s ideas that radically new thinking is needed to think about the
for knowledge intensive entrepreneurship that embraces a far wider and more diverse set of people across the EU
•Stimulating demand articulation, strategy and vision development 37 References Acs, Z. 2007. †Schumpetrian capitalism in capitalist development:
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. Economic Welfare and the Allocation of Resources for Invention, In Richard Nelson (ed
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
†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
Perspectives†in P. Stoneman (ed). Handbook of the Economics of Innovation and Technological Change. Oxford:
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
†The Simple Economics of Basic Scientifi c Researchâ€. The Journal of Political economy Vol. 67
Cambridge Journal of Economics. Vol. 33, No 4 Salter, Ammon J. and Ben R. Martin,(2001:
â€oeinnovation is driven by creative collaboration as much as by competition, it is something you do with people rather than
economy. This report provides an inspiring, ambitious and very necessary part of the answer. †Geoff Mulgan, Director, The Young Foundation
cost†This is a unique opportunity to reconnect the European project to those citizens who have felt left behind. â€
This report and the work of the panel were supported by DG Enterprise and Industry as part of the preparations
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...
4. 3. Participation of quadruple helix stakeholders...59 4. 4. Monitoring, evaluation and review system...
Commission has made smart specialisation a prior condition for investment in research and innovation cofinanced by European funds.
Catalonia for 2020 establishes the framework for investment and action in the ICT field The RIS3 methodology establishes that strategic prioritisation should be based on
potential for cooperation amongst stakeholders (from both the inter-sector and intra -sector perspectives RIS3CAT was formulated in accordance with in depth analysis of the strengths
weaknesses, opportunities and threats of the Catalan economy taking into account the different sectors and technological capabilities.
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
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
sustainable economy that combines talent, creativity, a diversified business fabric and its own excellent research system within the framework of a dynamic, enterprising and
The country is home to both multinational enterprises and local companies, both consolidated industries that have become international leaders and
and to reorient the Catalan economy towards a growth model that is smarter, more sustainable and more inclusive
To promote new emerging economic activities through research and innovation to create and develop new market niches
promotion of innovation, internationalisation and entrepreneurship Pillar 2 Pillar 3 Pillar 4 Leading sectors Emerging activities
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.
system 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, evaluation and review system for the objectives
ï§Entrepreneurship ï§Eco-innovation green economy ï§Non-technological innovation ï§Training and talent
Tools Leading sectors Emerging activities Crosscutting enabling technologies Innovation environment Pillar 2 Pillar 3 Pillar 4pillar 1
Public policies This document is divided into four sections. The first places the RIS3CAT strategy within
-cutting technologies and innovation environment) so as to advance towards achieving the four strategic objectives that will make â€oevision 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
The European economies face major challenges, in both the short and long terms. The immediate priority is a return to growth and job creation,
challenges include increasing global competition, population ageing, climate change and pressure on resources, particularly the gradual depletion and rising prices of fossil
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
industry, and at least another one out of four is associated in services that depend on industry as supplier or client.
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
which they innovate. In order to compete in a global market, 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 low -carbon economy and competitive industry
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, leading to the
stakeholders (universities, industry, governments and innovation users) is key to generating new opportunities, creating wealth and employment and providing a
response to the major social challenges 1. 1. 2. Horizon 2020 Horizon 2020, the European Union†s framework programme that will provide support
-Support for financial instruments to boost private investment and multiply the effects generated by public funds
European economies, focusing on the following thematic objectives 1. Strengthening research, technological development and innovation
4. Supporting the shift towards a low-carbon, low energy-intensive economy in all sectors
6. Protecting the environment and promoting resource efficiency 7. Promoting sustainable transport and removing bottlenecks in key network
Enhancing institutional capacity of public authorities and stakeholders and efficient public administration 1. Framework 15
and low energy-intensive economy (thematic objectives 1, 2, 3 and 4), and at least 20%on Objective 4
-intensive 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
requirement to make smart specialisation a prior condition for investment in research and innovation cofinanced by European funds
in order to ensure the coherence of investment in research and innovation and to optimise the impact on economic and social development in the
4. Collaborative leadership, involving all quadruple helix stakeholders in efficient innovation systems that generate synergies between financing instruments
real, solid drivers for economic growth Figure 5. Parameters for Defining RIS3 Choices Governments are required to draw up a document setting out their regional strategies
and research and innovation (both technological and non-technological) investments and activities planned for the 2014-2020 period,
Stakeholder cooperation RIS3S promote economic and knowledgespecialisations adapted to the potential for innovation in each region, based on its assets and capacities
economy and reorienting the production sector towards a smarter, more sustainable and more inclusive economic model
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 and employment and to provide a
response to the challenges facing society In a context characterised by public spending restraints, in order to respond to new
efficiency and providing new solutions to current demands. To this end, RIS3CAT promotes a crosscutting vision that seeks synergies and complementarities between
4. The participation of R&i stakeholders and companies 5. Coordination with State and EU policies
formed by representatives from the ministries of Economy and Knowledge and Business and Labour (see Section 4, Governance.
The starting-point was an analysis of the strengths, weaknesses, 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
stakeholders R&i System Companies Administrationusers Contributions Contributions Contributions The initial version of the document was
stakeholders and civil society in general in an online public consultation process. This consultation attracted considerable participation (176 contributions), mainly from the
economy and the analysis of its strengths, weaknesses, opportunities and threats (see the document â€oeanalysis of the Catalan economy:
strengths, weaknesses, opportunities and threatsâ€), 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:
on the one hand, the business fabric is being destroyed, and the resulting job losses are causing high social and economic
different stakeholders (research centres, technology centres, knowledge-intensive industrial and service companies †engineering, design, etc. †administrations and
Analysis of the Catalan economy has led to the identification of three key vectors that will enable Catalonia to successfully tackle the great social and economic challenges of
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
2. To promote new emerging economic activities through research, creativity and innovation in order to create and exploit new market niches
towards the promotion of innovation, internationalisation and entrepreneurship Each of these objectives corresponds to a pillar of action
-Pillar 4. Innovation environment 2. Structure 25 Figure 8. Relationship Between Strategic Objectives and Pillars
To promote new emerging economic activities through research and innovation to create and develop new market niches
promotion of innovation, internationalisation and entrepreneurship Pillar 2 Pillar 3 Pillar 4 Leading sectors Emerging activities
Innovation environment Strategic objectives Pillars Figure 9. RIS3CAT Structure: Four Interrelated Pillars These four pillars are described as follows
production services. Moreover, Catalonia enjoys competitive advantages in certain industries (such as tourism, health and culture) that represent significant added value
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
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
promoting new economic opportunities in emerging sectors based on technological capabilities (new activities generated by technological change and the latest
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
Creative and cultural industries and key services for Catalonia, such as tourism and sport 2. Structure
role in the emergence of new economic activities, improving the efficiency of production processes and reorienting the production system towards segments of greater added
2. 3. 4. Innovation Environment (Pillar 4 The competitiveness of companies (particularly SMES, which often lack the capacity to
and its dissemination in the economic system are therefore, key to the competitiveness of companies in a given territory.
the innovation environment 3. Tools and Policies 3. Tools and Policies 32 RIS3CAT identifies the tools that enable direct action to be taken in order to match
technology supply and demand. As a result, the R&i system fosters the evolution of the
cooperation amongst stakeholders in the research and innovation system, enhance the competitiveness of the production system and find solutions to respond to new needs
-R&i as a driver for economic growth -Quadruple helix public-private cooperation -Critical mass -International competitive advantage
economy ï§Non-technological innovation ï§Training and talent Tools Pillar 1 Pillar 2 Pillar 3 Pillar 4
-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.
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, as
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
In the Horizon 2020 programme, 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 and
all open groups formed by public and private stakeholders (companies, business associations universities, etc. that are representative of the outstanding science and technology sectors in
ï§To group together R&d&i companies and stakeholders working in Catalonia in coinciding sectors or technological spheres in order to establish the RIS3CAT process of progressive specialisation
detection of common opportunities and needs that are key to the economic transformation of the
ï§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
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),
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
Government of Catalonia, European funds and other public/private sources of finance Objectives 3. Tools and Policies
technological opportunities whose applicability is undefined still. This promotion takes the form of structural support for emerging processes and the construction of capabilities related to basic
opportunities in leading sectors or generate new emerging activities Financing ï§To establish a broad base of excellent science and technological resources and capacities
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 Government of Catalonia, European funds, State and other public/private sources of finance
platforms for technological services situated between research and industry. In this area of activity it is necessary to review the current map of infrastructure and science and technology platforms in
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 The RIS3CAT framework supports platforms specifically designed to implement the technologies
provides services to the industrial fabric at the pre-marketing stage (to obtain prototypes and pre
Incentives are provided also for digital infrastructure and services for research and innovation, to enable participation in European networks,
ï§To set the productive transfer of R&d investment in Catalonia ï§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
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 and
scientific stakeholders. This generates new products 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
Financingmain stakeholders 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
modernise the business fabric and support new emerging sectors, particularly in environments such as the Catalan, with large, internationally recognised scientific production
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 ï§To contribute to the growth of new emerging sectors and the modernisation of industrial sectors established
in Catalonia ï§To contribute to increasing the market value of research, making this a useful technology for companies
Main stakeholders Research centres, technology centres, hospital research and valorisation units and university groups Government of Catalonia, State, European funds
each other and with other stakeholders to develop business and internationalisation strategies which often take the form of establishing international ties and relations with potential clients
-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
-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
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 and implementing new ideas to improve processes, products, services and management models in order to improve effectiveness, efficiency and the positive perceptions of
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
It also enables the services provided to citizens to be improved (especially in the fields of health education and social
their growth and industrialisation and generating business opportunities in future sectors Financing ï§To increase the efficiency and quality of public services through innovation
ï§To offer SMES new business opportunities Objectives Main stakeholders Catalan public authorities, research centres
technology centres and companies Government of Catalonia, European funds and other public/private sources of finance
territorial stakeholders to play an active role in designing and implementing original and innovative economic development strategies in accordance with the needs and potentialities of the territory
on 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 and priorities and also highlights the importance of its assets
ï§To promote cooperation amongst quadruple helix stakeholders in the territory in order to strengthen business fabric competitiveness
ï§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
enabling cooperation amongst stakeholders in the research and innovation system The objective of the Digital Agenda of Catalonia for 2020,
promote economic growth, enhance business competitiveness and generate quality employment Support for businesses and job creation are,
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, whilst also
generating the emergence of new, highly innovative production activities. In recent years, a large number of territorial initiatives related to smart cities have been promoted in Catalonia through
uses broadband infrastructure to connect companies 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 medium -sized enterprises, essential actions in project implementation include awareness-raising
information and guidance. It is also important to promote spaces where ICT supply and demand
can meet, along with digitisation drivers, such as e-commerce and e-invoicing P. 1. 5. Digital Skills amongst Citizens
multidirectional channels to enable communication and information sharing P. 1. 6. E-government ICT are also an essential tool for modernising the public administration.
communication and participation media, play an ever more active part in decision-making and the development and control of government processes.
and services Financing ï§To strengthen the international position of Barcelona and Catalonia as a smart city and a smart region
Main stakeholders Catalan public authorities, technology centres companies, business associations and organisations Government of Catalonia, State, European funds
P. 2. Entrepreneurship The establishment and growth of new companies is a source of economic development and
ecosystem to provide support (finance, legal advice, mentoring, acceleration, internationalisation etc.);) the promotion of entrepreneurial culture throughout society as a whole;
of new market niches, new technological opportunities and new ideas. People; 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,
entrepreneurship. Moreover, certain regulations (on safety, labour, etc. whose requirements increase as companies become larger,
Entrepreneurship and business growth are complex functions that require knowledge and skills both inside and outside companies.
and specialist services. Within this context, the RIS3CAT strategy pursues the goals of increasing 3. Tools and Policies
improvement of specialised stakeholders (business angels and risk capital, consulting, technical and technological mediation services, legal advice, companies specialising in human resources
training, mentoring and accelerating, etc. It is vital to provide the greatest possible incentives for
investment in new companies through financial instruments that reduce the risk to which entrepreneurs and investors are exposed
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.
new enterprises Financing ï§To increase entrepreneurial vocations amongst students and recent graduates ï§To raise social awareness of the entrepreneurial phenomenon
ï§To decrease legal barriers to entrepreneurship ï§To simplify legal and contractual procedures for entrepreneurship in knowledge centres
ï§To increase connections within the entrepreneurial ecosystem ï§To improve the opportunities for newly established companies to obtain financing
ï§To mobilise private financing for new business initiatives ï§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
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
resources, the creation of opportunities in new markets and the generation of new jobs linked to
the green economy -Social (sustainable practices and changes in people†s lifestyles contribute to social cohesion and
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,
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
-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
-labelling and certifying products and services -Stimulating private demand for environmentally-friendly products and services (tax reductions
vouchers and programmes to increase consumers†knowledge and awareness about eco -innovative products and services,
and integrated product policies that reduce environmental and social impact throughout the life cycle 3. Tools and Policies
Main stakeholders Catalan public authorities, universities, companies business associations, organisations and research and technology centres
opportunities and, thereby, enhancing competitiveness P. 4. 1. Business Innovation Companies need to innovate constantly
opportunities. Such innovation is, therefore, a source of competitiveness Commercial or marketing innovation, based on improved design, packaging, positioning, promotion
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,
attracting entrepreneurial profiles and potential creators of international enterprises in cooperation with universities and business schools
the participation of local stakeholders, empowerment and citizen engagement The open innovation model enables citizens to access the public innovation system and support
Main stakeholders Catalan public authorities, companies, business associations and organisations Government of Catalonia, European funds and
The education system should guarantee everyone the opportunity to develop their personal capabilities, and should enable young talent to be discovered
competitiveness of the Catalan economy P. 5. 1. Matching the Education system to the Needs of the Production System
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
outstanding talent, it is essential to ensure that the environment is favourable for R&i activities and
Main stakeholders Universities, research centres, Catalan public authorities, the education system, business associations and other organisations
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. This is ensured by a system for monitoring and evaluating actions and their impact. This system provides information and qualified, consistent data to
and investment 4. 1. RIS3CAT Steering committee The RIS3CAT Steering committee de RIS3CAT, established by Government Agreement of 17 december 2013, is designated the body by the Catalan Government
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 4. Governance 58 The main functions of the RIS3CAT Steering committee are
administrations and stakeholders in the research and innovation system in all actions related to RIS3CAT †To define
†To approve the RIS3CAT Communication Plan †To share information, experiences and best practices in RIS3 with other European
reflection involving the stakeholders involved and the territory The RIS3CAT strategy focuses on combining firmly established R&i tools with new
cooperation amongst the quadruple helix stakeholders are the RIS3CAT communities T. 1) and the territorial specialisation and competitiveness projects (PECT, T. 9
stakeholders representative of a particular sector, is to develop and implement agendas for economic transformation in the leading sectors through the incorporation
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
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
RIS3CAT strategy must be permeable to determining factors in the environment and to the changing needs of research and innovation system stakeholders.
For this reason, it is essential that the monitoring and evaluation system established for actions launched
New opportunities for economic activity and job creation Efficient use of resources Context indicators Output indicators
Quadruple helix stakeholders will also take part in these evaluations, which will be carried out by independent experts
evolution of monitoring indicators and conditioning factors in the environment. The Technical Committee is responsible for this monitoring and, when appropriate, for
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