CEB City/County Enterprise Board CERT Training and Research body in the Tourism & Hospitality Sector
FORFÃ S National Advisory Body for Enterprise and Science GDP Gross domestic product GSI Geological Survey of Ireland
SME Small and Medium Enterprise SPA Special Protection Area Suds Sustainable Drainage systems TI Tipperary Institute
4. 1 Summary of Appropriate Locations for Increased Enterprise Activity 73 5. 1 NRA Road Schemes 86
on-farm rural enterprises and enterprise development in the smaller towns and villages, particularly to accom
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,
new enterprise †winners†from the indigenous sector as well as continue to attract high added value
and enterprise supported by local infrastructure servicing programmes, the acquisition of key sites that unlock potential for backland development and comple
tourism attractions and other off-farm income generation enterprises. This process of adding additional types of
the infrastructure include the region†s largest companies, small and medium enterprises and the community at
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
3. Action derived from strong regional economic strategies across the enterprise agencies, regional and local authorities, government departments and the private sector to promote economic renewal at the
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 and the main urban
•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
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.
-ed by local authorities through their Directors of Community and Enterprise and through the work of the County
enterprise in indigenous and emerging industry sectors, such as green/renewable energy, and greater economic competitiveness and growth
available 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
This public investment programme has been accompanied by extensive private investment in the enterprise de -velopment, residential, retail, commercial, leisure and healthcare sectors
areas should not impede rural enterprise, e g. mineral extraction or quarrying activity The fundamental challenge in supporting sustainable rural communities is how to make existing towns and vil
1. Securing the Enterprise Economy and Restoring Competitiveness 2. Building the Ideas Economy †Creating †The Innovation Islandâ€
Enterprise Ireland client companies across the region (Southeast Regional Competitiveness Agenda, Forfã¡s 2009). ) This activity is spread throughout the region†s small to medium sized towns as well as the larger urban
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
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
foster a wide range of enterprise activity and employment creation. These include -integrated strategies for physical, economic and social development and environmental protection, to guide
or industrialists wishing to establish an enterprise in an area look to the quality of life, the education on offer and
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 Development of the Waterford Knowledge Campus Development of an Innovation Training Centre and locations for Economic Development Units
The identification of strategic employment sites Urban regeneration and development of the city quays, including new links from the city centre to the
enterprises. The provision of first class infrastructure and fa -cilities in these locations will help in development of †critical
enterprises In each of the hubs and county towns care should be given to the provision of high quality infrastructure that is suited to the industries likely to be attracted to these locations
Business and enterprise support services Development of innovation and training centres Improved public realm and public facilities in support of tourism development
Enterprise Ireland recommends that community-owned enterprise centres for the future would need to be of a
Enterprise Ireland will focus on the support of existing indigenous enterprise and the provision of enterprise centres for small industries in the Gate
-way, Hubs and County towns Each of the elements mentioned in Section 4. 1 will need to be assembled in these strategic locations to support
the development of critical mass and to foster a wide range of enterprise activity and employment creation
by the development of Industrial Estates, Enterprise Parks and District Enterprise Centres. This is compatible with
public transport networks and through innovation, enterprise promotion and business links. These towns will also require investment in water services infrastructure in compliance with all environmental legislation and the
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
marine, tourism, forestry, renewable energy, 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, particularly
Alternative farm enterprises outside of traditional areas of diversification would broaden the agricultural base of
competitiveness of the enterprise base and to develop Ireland as a knowledge-based society, so as to increase
-tegic priority, not just within existing enterprises, but as a sector in its own right, and one capable of significantly increasing its share of employment
applied research institutions and science and enterprise parks with links to the existing third-level institutions
resources to industry and enterprise in the region The existing employment base and infrastructure of such industries should be expanded through the promo
FÃ S, through maximising the use of its own facilities and by use of community enterprise and community
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 at a limited number of key strategic locations. The following Table sets out in
designations can be adapted to accommodate a variety of enterprise, community and educational facilities to sup
Table 4. 1 Summary of Appropriate Locations for Increased Enterprise Activity 4. 10 Regional Competitiveness Agenda
s, 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 in Ireland, this growth was driven by considerable expansion within the construction sector and also
Enterprise Parks †Enterprise Ireland Industrial Estates †Local authorities/CEB/Private University standard third and fourth-level educational facilities
County Enterprise Parks †Enterprise Ireland Industrial Estates †Local authorities/CEB/Private Third and fourth-level educational facilities †ITS and outreach centres
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 Capacity Skills and Education Knowledge and Innovation Quality of life Factors of Competitiveness 72 Regional Planning Guidelines for
and enterprise centres throughout the region are providing useful supports to small firms 4. 10.2 Skills & Regional Innovation Capacity
-mands and the broadband offering in the region needs to be improved to support future enterprise potential
from an enterprise development position there is recognition that a high quality of life that is inclusive and accom -modating of diversity is a key component in regional competitiveness
of enterprise development through stimulating networking, agency collaboration and targeted regional initia -tives. The Southeast region is characterised by a dispersed urban population and a regional Gateway with
The Spirit of Enterprise Forum is one example which demonstrates an ability within the region to act collaboratively
enterprise development 4. 10.6 Realising Future Potential: Sectoral Opportunities This section considers the assets of the region
-ing enterprise base and to capture future sectoral opportunities. The challenge over the next decade (faced by
While the listing above suggests discrete sectors with potential, a key characteristic of global enterprise trends
development have provided a strong base to build strong enterprises (both indigenous and foreign in origin
focused teams under a regional umbrella-possibly the Spirit of Enterprise Forum-to further explore specific opportunities in identified sectors.
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. These bodies provide the leadership at local level
dynamic enterprise policies at regional level. Action at a regional level 6. Continued focus is required to accelerate the development of Waterford as the regional Gateway.
be a core priority of the regional enterprise forum, with support from a cross-regional Gateway
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, the location of markets relative to the physical volume of product pro
Rural Enterprise With the changing structure of agriculture, the need for alternative and complementary rural enterprise ac
-tivities 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
Provision should also be made for new uses of agricultural land, including afforestation and alternative en
-ergy. To this end an inter-county and interregional policy for the provision of afforestation and wind energy
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 devel
3. Action derived from strong regional economic strategies across the enterprise agencies, regional and local authorities, government departments and private sector to promote economic renewal
Assist the development of indigenous sustainable energy enterprises Support and promote sustainable indigenous Bio-energy industries including the Bio-ethanol
The Community & Enterprise Sec -tion of the local authorities plays a key role in supporting the development of communities by giving direct support
such facilities into major enterprise and other employment generating developments Social Inclusion The local authorities have been identified as having a role in social inclusion and, in particular, in the delivery
of Transport, IDA, Enterprise Ireland, National Roads Authority and CIÃ, receive regular updates on progress and
-The extent and distribution of new enterprise within the region -Changes in unemployment and participation rates relative to national averages
3. Action derived from strong regional economic strategies across the enterprise agencies, regional and local authorities, government departments and private sector to promote economic renewal
Mr. Martin Doyle Regional Manager Enterprise Ireland Ms. Aileen Doyle Senior Planning Advisor Department of the Environment
The Business Panel on future EU innovation policy was established by DG Enterprise and Industry of the
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
sectors, including small and medium enterprises as well as large ones. The European union can take a leading role in
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.
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
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
capitalist enterprise creates. †(Schumpeter 1947: 82†3 Appendix: relevant studies and analysis of innovation
enterprises (SMES. †10 The discussion in the Panel covered a similar broad range of policies and stressed the need
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...
The country is home to both multinational enterprises and local companies, both consolidated industries that have become international leaders and
home to both multinational enterprises and local companies, both consolidated industries that have become international leaders and
enterprises with capacity for international leadership in emerging fields of activity Government of Catalonia, European funds and
-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
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
attracting entrepreneurial profiles and potential creators of international enterprises in cooperation with universities and business schools
The country is home to both multinational enterprises and local companies, both consolidated industries that have become international leaders and
home to both multinational enterprises and local companies, both consolidated industries that have become international leaders and
enterprises with capacity for international leadership in emerging fields of activity Government of Catalonia, European funds and
-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
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
attracting entrepreneurial profiles and potential creators of international enterprises in cooperation with universities and business schools
enterprises is needed ï Achieving several clarifications â Boundaries of the RIS3 and its relation with other ex-ante conditions
and private (extremely low by enterprises â Low innovative deal flow and private funding â The challenge of ICTS
technologies, an opportunity for exporting enterprises â Solid relation with other territories, specially in America
services to knowledge-based enterprises ï Promote interaction among firms and with universities and research centers
the potential to become new enterprises, but support structure for businesses is weak •structure for picking up service innovations is poor
other knowledge-based institutions, investors and enterprises, civil society actors, and external experts who can contribute to the benchmarking
authorities, universities and other knowledge-based institutions, investors and enterprises, civil society actors, and international experts who can offer benchmarking
managerial leadership (the people who manage the'enterprise function'in the public, private and third sectors;
enterprises, Edward Elgar, Cheltenham, UK and Lyme, US 37 Technopolis (2011), Review of innovation promotion instruments at regional level, unpublished report for OECD
enterprises or universities/research centres Increase in research expenditure in firms increase in patents or
Number of new enterprises created in the region number of enterprises having adopted a new
technology, number of staff reporting new working behaviours, etc Increase rate of productivity in regional SMES
•Universities-enterprise cooperation •Digital agenda •Key enabling technologies •Cultural and creative industries
and existing enterprises to innovate and develop. The support should aim to increase the innovation capacity of SMES,
types of enterprises: manufacturing, service-oriented, high-tech or social. In this context, analysis and benchmarking of regional policies can be an important starting point towards the
SMES, and especially micro-enterprises, are heavily dependent on their regional environment where proximity plays a key role for innovation,
covering all phases of enterprise creation and development, and a link to European activities that support SMES in setting up or joining cross
•supporting entrepreneurship spirit and enterprise creation and development •enhancing innovation support for existing SMES
47 See for example the Lead Market Initiative of DG Enterprise and Industry at http://ec. europa. eu/enterprise/policies/innovation/policy/lead-market-initiative
/48 http://www. europe-innova. eu/web/guest/home 49 http://www. proinno-europe. eu
•interconnecting SMES through the Enterprise Europe Network and in particular via brokerage events, platforms, survey mechanisms, Internal Market information, etc
•Enterprise Europe Network52 51 http://ec. europa. eu/research/fp6/index en. cfm? p=9 eranet
52 http://www. enterprise-europe-network. ec. europa. eu/index en. htm 73 •Support services based on direct customised assistance
establishing a Programme for the Competitiveness of Enterprises and Small and Medium -sized Enterprises (COSME.
60 The programme aims to achieve the following general objectives o strengthen the competitiveness and sustainability of the Union's enterprises
including the tourism sector o encourage an entrepreneurial culture and promote the creation and growth of
Union enterprises o promote entrepreneurship including specific target groups o improve access to finance for SMES in the form of equity and debt
/55 http://ec. europa. eu/enterprise/sectors/ict/key technologies/index en. htm 56 http://ec. europa. eu/research/sme-techweb/index en. cfm
Science parks provide the advanced infrastructure on which research-intensive enterprises rely besides the location factor, often in close proximity to a university.
well as the climate-friendliness and resilience of the farms, forest enterprises and rural SMES, and/or relevant investments
98 http://ec. europa. eu/enterprise/sectors/ict/key technologies/kets high level group en. htm 88 •Commission Communication on KETS (2009). 99
99 http://ec. europa. eu/enterprise/sectors/ict/files/communication key enabling technologies sec1257 en. pdf 100 http://ec. europa. eu/research/horizon2020/pdf/proposals/com (2011) 811 final. pdf
Europe Enterprise Network could provide assistance in organising matching events or assist in coordinative actions106
106 Enterprise Europe Network, www. enterprise-europe-network. ec. europa. eu 91 •Promote transnational cooperation to exchange experience on the level of both CCI SMES
•The world is flat and all elements of an enterprise value chain can be located anywhere in
Today, even high added-value elements of the enterprise value chain i e. R&d&i, support services, access to finance, design) can be produced outside OECD
establishing a Programme for the Competitiveness of Enterprises and Small and Medium -sized enterprises (COSME.
One of the activities funded through the Programme will target the improvement of access to markets inside the Union and globally. 112
111 http://ec. europa. eu/enterprise/policies/sme/market-access/files/com 2011 0702 f en. pdf 112 http://ec. europa. eu/cip/files/cosme/cosme-commission-proposal en. pdf
area of structural funds, financial instruments have been set up to support enterprises, urban development, energy efficiency and renewable energies through revolving funds.
113 http://ec. europa. eu/enterprise/policies/finance/cip-financial-instruments/index en. htm 114 http://www. margueritefund. eu
corporations, midcaps, small and medium-sized enterprises, special-purpose companies public-private partnerships and joint ventures, research institutes, universities, science and
themselves, and enterprises commercialising their results and services. A new RSFF facility to provide loans
116 http://ec. europa. eu/enterprise/policies/finance/cip-financial-instruments/index en. htm 117 http://www. eib. org/attachments/press/2008-005-fact sheet en. pdf
forms of repayable investments in enterprises, mainly SMES, public private partnerships urban development projects; or in legal or natural persons carrying out specific investment
Joint European Resources for Micro to Medium Enterprises is an initiative of the European commission's Directorate General for Regional Policy (DG REGIO
food processing enterprises, rural nonagricultural micro-and tourism businesses, or in legal or natural persons carrying out specific investment activities in rural areas, in accordance with the
developing Trans-European Networks (TENS), supporting small and medium-sized enterprises SMES), protecting and improving the environment
finance to small and medium-sized enterprises with eligible investment programmes or projects costing less than EUR 25 million.
establishment of a Programme for the Competitiveness of Enterprises and Small and Medium -sized enterprises (COSME.
One of the activities funded through the Programme aims to improve access to finance for SMES in the form of equity and debt. 124
127 http://ec. europa. eu/enterprise/policies/innovation/policy/lead-market-initiative/public-proc en. htm
129 http://ec. europa. eu/enterprise/policies/sme/business-environment/public-procurement /102 administration (e g. environment, transport, industry, innovation) and allow the development of
138 http://ec. europa. eu/enterprise/policies/innovation/policy/public-procurement/index en. htm#h2-1
Enterprise Europe Network141) and other bodies that can assist in developing demanding specifications •To invite
•The Enterprise Europe Network also developed 3 networks of members dedicated to facilitating the meeting between innovative SMES and public buyers of innovation148
141 http://www. enterprise-europe-network. ec. europa. eu/index en. htm 142 https://procurementforum. viadesk. com/do/login
/156 http://ec. europa. eu/enterprise/policies/innovation/policy/lead-market-initiative/pp-conf2 en. htm
157 http://ec. europa. eu/enterprise/policies/innovation/policy/public-procurement/index en. htm 105 Green growth
encourage and support innovative social enterprises. Social innovations are innovations that are social in both their ends and their means.
grass roots, social enterprise and social entrepreneurship activities, poor diffusion and little scale -up of good practices,
For example, social enterprises may not have as easy an access to finance from banks as other enterprises.
Projects need to be encouraged to get out of grant logic and become self-sustainable. Financial engineering tools can offer alternatives
public sector and public services, through cooperation with social enterprises, NGOS and civil society, and needs therefore to be exploited
for social enterprises and citizens'initiatives as well as measures to stimulate the development and scaling-up of social enterprises aiming at the creation of social value.
Public sector is central in the delivery of many services of social and economic value. In this regard, it has a pivotal role
Micro-finance has proven to be a good tool to support social innovation enterprises. In this
social enterprises. Co-initiators of the SBI are DG Enterprise and DG Employment, Social Affairs and Inclusion.
Early December, the Commission proposed the Regulation on European Social Entrepreneurship Funds. 169 DG Enterprise has mobilised CIP funds for social innovation.
CIP funds will create a social innovation prize, exploit the development of incubators for social enterprises,
and organise a conference on workplace innovation in cooperation with the Flemish government. They are also
DEPARTMENT OF JOBS, ENTERPRISE AND INNOVATION 2 1. Introduction National or Regional Research and Innovation Strategies for Smart Specialisation (RIS3
entrepreneurs and smaller firms via the new Local Enterprise Offices. The Action Plan for Jobs
General of the Departments of the Taoiseach (Prime minister) and of Jobs, Enterprise and Innovation which reports to the Cabinet Committee on Economic Recovery and Jobs.
2. 2 Enterprise Context The overall objective of Enterprise Policy as set out by the Department of Jobs, Enterprise and
Innovation (DJEI) and Forfã¡s over many years 4 is to grow incomes and standards of living in
Ireland through competitive and sustainable enterprise, innovation, productivity and employment growth ï¿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
ï¿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, further developing Ireland†s proposition for FDI in the
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, by strengthening our IP framework, by brokering partnerships
Ireland†s enterprise policy aims to derive increased economic benefits by building sector-specific ecosystems, stimulating increased inter-firm linkages between our Irish
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 •Are export oriented (or have the potential to export and internationalise
including •Irish owned firms that are regionally spread and create employment for a range of occupations, across a number of sectors involved in services and
4 Making It Happen †Growing Enterprise for Ireland, Forfã¡s/DJEI, 2010 5 technologies, tourism, construction etc.
MNCS have been key to delivering on Ireland†s enterprise policy since the 60s. The structure of the MNC base has transformed over the past decades
•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
Indicators also show that Enterprise R&d intensity continued to increase. The number of firms active in R&d increased by a third from 1, 200 in 2005 to just over 1, 600 in 2011.
Survey of 1, 600 enterprises engaged in R&d in 2011 showed that 27 per cent had spending of
capacity 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 Prior to a Government policy decision to make a significant investment in science, technology
enterprise sector to help individual companies to build their capacity for research and development This approach to the investment followed the recommendations of the Technology Foresight
the enterprise sector to accelerate Ireland†s economic path of sustainable growth. The Government made a major commitment, through substantial public investment, in the SSTI
providing enterprise support for R&d, investing in human capital, physical infrastructure and the commercialisation of research.
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 AMBER 9 Ireland also seeks to leverage the
However, the enterprise base in a priority area typically spans more than one region and research and development needs in companies are
deliver economic return through enterprise development, employment growth and job retention in Ireland •The process was expected to identify 10-20 priority areas/challenges †the final number
range of entrepreneurial actors including representatives from academia, enterprise, finance public sector organisations and advisory bodies and the Chief Scientific Adviser to The irish
6. 2. 1 National Research and Enterprise Strengths and National and Global Opportunities A significant input to the work of the Steering Group was background studies commissioned by
Enterprise Base 10 Drivers, Trends and Societal Issues from a National Perspective in a Global
enterprise dimension, the societal dimension, and Ireland†s existing research base, provided context and a basis for assessing the potential for innovation
10 Review of global market trends, growth markets and the positioning of The irish enterprise base, 2011.
sector, the institutes of technology sector and the enterprise sector. Technical experts were appointed to the groups to facilitate their work.
Enterprise ICT including next generation internet and computing, information security, software, gaming, social networking, digital media, digital
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
enterprises already compete or can realistically compete ï¿What are the potential applications or products and
Group invited the main enterprise and higher education representative bodies to provide formal written inputs to the stakeholder engagement documents compiled by each TWG
investment that is oriented towards The irish enterprise base (see Table 3). Detailed descriptions of the priority areas and opportunities identified are provided in the Steering
and the funding administered by the enterprise development agencies for in-company performed R&d Figure 3:
•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
•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 •Funding agencies undertaking a cross-agency review of branding
•Active communication and cooperation between the enterprise development agencies and clinicians and medical regulatory bodies to ensure mutual understanding of regulatory
priority areas and the research needs of enterprise. The PAG carried out a series of 6 thematic
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 This picture, when combined with the output from the exercise to map publicly-funded
capital in strategic areas, relevant to the competitiveness of Irish based enterprise. SFI programmes support academic researchers and research teams;
importance to enterprise •recruitment initiatives to attract iconic research leaders to Ireland, including support for the development and attraction of European Research Council (ERC
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
growth, and that is why the enterprise agencies decided to examine new ways of targeting support at manufacturing.
technologies and the Enterprise Ireland/IDA programmes will support their adoption and utilisation 8. Monitoring and Evaluation
1. To stretch the public enterprise support system in order to maximise the impact of public investment in R&d under Research Prioritisation
The PAG compiled a list of 78 metrics for the enterprise support environment at varying levels
and to ensure that the enterprise development system is aligned accordingly, a set of targets were developed for the agencies
Enterprise Ireland and others; and •Funding for Government sector-performed R&d e g. Teagasc, the Marine Institute, and
•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; this enables gaps (current or potential future) in the capacity of the public research system to be identified
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