Kaleidos.redEcosistemas de Inversión Público/Privado: cómo alinear prioridades, proyectos y estrategias

Ecosistemas de Inversión Público/Privado: cómo alinear prioridades, proyectos y estrategias

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1. Introducción

Sobre la European Clusters Alliance

La Alianza Europea de Clusters reúne

• 18 entidades: asociaciones nacionales de clusters,

agencias públicas y embajadores nacionales

• Más de 800 organizaciones cluster

• 150.000 empresas altamente innovadoras

• Sobre 11.000 universidades, centros de

investigación e instituciones públicas

Los clusters europeos aglutinan 61.8 millones de

empleos Source: EOCIC European Panorama of Clusters and Industrial Change 2019

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A u s t r i a N a t i o n a l C l u s t e r P l a t f o r m

B u l g a r i a V e r i t a s C l u s t e r

C z e c h R e p u b l i c N a t i o n a l C l u s t e r A s s o c i a t i o n

F i n l a n d E a s t a n d N o r t h F i n l a n d

F r a n c e A s s o c i a t i o n F r a n ç a i s e d e s P ô l e s d e C o m p é t i t i v i t é

F r a n c e F r a n c e C l u s t e r s

G e r m a n y g o - c l u s t e r

G r e e c e C H O R U S C l u s t e r

H u n g a r y I K O S Z H u n g a r i a n N a t i o n a l A l l i a n c e o f I n n o v a t i v e C l u s t e r s

I t a l y R E I - R e i n d u s t r i a I n n o v a z i o n e

L a t v i a L a t v i a n C l u s t e r s N e t w o r k

L i t h u a n i a K l a s t e r L T

P o l a n d P o l i s h C l u s t e r s A s s o c i a t i o n

P o r t u g a l P o r t u g a l C l u s t e r s

R o m a n i a C l u s t e r o

S l o v a k i a U n i o n o f S l o v a k C l u s t e r s

S p a i n S p a n i s h F e d e r a t i o n o f AEIs a n d C l u s t e r s

S w e d e n M o b i l e H e i g h t s

1. Introducción

Nuestros miembros

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Industrial Ecosystems

in Europe

Industrial Ecosystems for

the Recovery

TourismCreative &

Cultural Industries

Aerospace & Defence

Textiles

Electronics

Mobility -Automotive

Low-carbon energy-

intensive industries Renewable

energy

Agri-food

Health

Digital

Construction

Retail

Proximity & Social Economy

• Passenger transport and travel

• Hotels, short term accommodation

• Restaurants and catering

• Events, theme parks

• Construction, maintenance, refurbishment and

demolition of buildings and infrastructure (e.g.

transport infrastructure, utilities)

• Manufacturing of products and equipment

• Other related services (e.g real estate activities)

• Aircraft and spacecraft production

• Military and weapons

• Satellites

• Production of motor vehicles, boats and trains, and

accessories

• Their repair and maintenance

• Freight transport

• Newspapers, books and periodicals

• Motion picture, video and television

• Radio and music

• Production of textiles, wearing

apparel, footwear, leather and, jewellery

• Production of electronics• Telecommunication

• Software and programming

• Web portals

• Manufacturing of computers and equipment

• Pharmaceutical products and equipment

• Hospitals, nursing homes, residential care

• Plant and animal production

• Processing of food

• Veterinary activities • Electric motors, engines and turbines

• Electric power generation

• Manufacturing and distribution of gas

• Extraction of fossil fuels

• Refining

• Manufacturing of products with high environmental impact:

plastics, chemicals, fertilisers, iron and steel, paper, etc.

• Retail sales

• Wholesale connected to consumers

• Social enterprises, associations and

cooperatives aiming at generating a

social impact, often proximity based

2. Estrategia Industrial Europea

Ecosistemas industriales

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2. Estrategia Industrial Europea

Ecosistemas industriales

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Source: Athanasios G. Konstandopoulos, CERTH

Keystone Agents

Relatedness between different sectors directly

or indirectly related.

What is often crucial are the companies or

intermediaries that are in between fields.

Stage 1

Islands of Excellence

driven by individuality

Stage 2

Industrial Value Chains

driven by specialization

Stage 3

Co-Evolving Ecosystems

driven by synergy

Necesitamos estudiar una realidad compleja

identificando rápidamente disrupciones

y posible soluciones

3. Resiliencia y Criticidad

Ecosistemas coevolutivos

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Source: Athanasios G. Konstandopoulos. CERTH

Structural and Intrinsic Determinants of Resilience

▪ Resilience is an intrinsic property of the network!

▪ Network Density‹s›, Heterogeneity, H and

Symmetry, S determine Resilience, eff=‹s›+SH(Gao et al. 2016, Nature)

dense

sparse

homogeneous

heterogeneous

symmetric

asymmetric

Density‹s› Heterogeneity, H Symmetry, S

▪ Driven vs. Self-Organized

Criticality

Necesitamos ecosistemas resilientes, flexibles

3. Resiliencia y Criticidad

La resiliencia es una propiedad de la red

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https://data.europa.eu/doi/10.2873/491386

4. Clusters como redes críticas

Respuesta público-privada a la crisis

Read the full report

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4. Clusters como redes críticas

Respuesta público-privada a la crisis

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Action Description Clusters involved

COVID19 Forum for Industrial Cluster Actors

Between March and June 2020, the European Cluster Collaboration Platform (ECCP) community, closely connected to the EAAC, devoted a forum to exchange views, demands for materials, regulatory issues, and solutions for the economic shock caused by the COVID-19 pandemic and consequent health and safety measures. It was iden tified as one of the European Commission’s eight key response measures for industry and the Single Market.

ECCP

Reports on “Disruptions in the European value chains and industrial ecosystem, solutions and setting up of an EU Rapid Alert Function”

Under the contract GRO/SME/20/F/205B-2 IDiA elaborated weekly reports to the European Commission about the Disruptions in the European Value Chains and Industrial Ecosystems, including suggestions of solutions for those disruptions,as well as recommendations for the setting up of an EU Rapid Alert Function, that we expect to join.

IDiA

Village Projekt Responding to COVID-19 measures and enhancing reach for particularly vulnerable families LBG

BioM-COVID-19 exchange platformand survey

BioM offered an exchange platform to companies, research institutions and clinics, to find partners, technologies and expertise in the context of COVID-19 research projects. This cluster also surveyed Bavarian biotech companies about the challenges they had to deal with, as a result of the coronavirus pandemic, and the measures taken.

BioM

d-HEALTH Barcelona Post graduate design-thinking program on healthcare innovation. The 2020 edition “The stressed healthcare system due to COVID-19 pandemic” (online) actively involved hospitals, patients, health professionals and care associations to find disruptions and unmet needs in the health system response to COVID-19. d-Health is an EIT-Health project.

Biocat

Search for COVID-19 vaccine production and support capacities

In coordination with the task force on vaccines of the European Commission, the European Clusters Alliance (ECA) and the Council of European BioRegions (CEBR) are working to locate and map all the possible resources available in Europe for the production of vaccines for COVID-19. This includes the mapping the possible manufacturing facilities themselves, but also all related aspects of vaccine production, including raw materials, vial, syringes, storage and distribution etc. Furthermore, the initiative compiles any difficulties and bottlenecks one could identify about the production of vaccines, e.g. regulations, certification and distribution.

ECA, CEBR, Task Force on Vaccines

(EC)

EUvsVirus Pan-European Hackhathon

Massive action to boost the scaling up of creative solutions to coronavirus challenges that took place from 21 to 28 May under the patronage of Commissioner Mariya Gabriel and the European Innovation Council (EIC). It brought together the 120 winning solutions from the Hackathon with over 458 partners including investors, corporates, public authorities, academia and research institutions from 40 countries

EC, clusters and innovation players

across Europe

Coordinated action to provide Plexi-Glass

After the first containment, there was a need of transparent screens to be placed in different kinds of workstations to protect employees and customers/clients from COVID-19. These screens also had a psychological benefit. After increased anxiety and concern about the risk of infection, both clients and employees felt more secure and protected. The lack of plexiglass in numerous European countries was warned on April 26th during one of the EAAC’s daily meeting. Few days later (28th April) the published the announcement that they could design and start producing Plexiglas Clear Screens immediately.

EAAC andThe Bulgarian

Furniture Cluster

https://s3platform.jrc.ec.europa.eu/documents/20182/84453/Smart+Guide+to+Cluster+Policy/fd0f16b9-0759-43ca-b950-ec0192e220c8

https://www.clustercollaboration.eu/sites/default/files/eu_initiatives/eocic_european_panorama_of_clu

sters_and_industrial_change_2019.pdf

4. Clusters como redes críticas

Recomendaciones de la Comisión Europea

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Clusters are a strategic agent

for the drafting and implementation of the European initiatives

Clusters are a key tool for the successful and quick implementation of innovation projects

1Clusters can build the bridge to the European SMEs and large companies for the

development and execution of innovation projects, as shown by INNOSUP-1 project

IoT4Industry which aims to modernize production capabilities:

With 5 million euros and 2 open calls,

7 clusters managed to fund

40 projects in 20 industrial sectors,

involving 112 organisations,

incl. 84 SMEs.

4. Clusters como redes críticas

¿Cómo?

https://www.iot4industry.eu/

Clusters can help to properly allocate the funds for economic value creation

2 Clusters have real-time information on economic and technological developments and needs of companies. They can make

the investment in the recovery sustainable by saving resources and sharing knowledge, good practice, and expertise.

• Full sectorial recovery plan proposed to Regional Government of Galicia

• Advanced Manufacturing Experts Development Plan for skilling, digital transformation and exchanges between companies

• Sectorial guide of preventive measures to protect workers and adapt activity to COVID-19 emergency

• Help programme for Romanian hospital members to fight COVID-19 pandemic

• Fund development for urgently needed protection supplies and disinfection tunnels

• Start-up from IMAGO-MOL ecosystem to produce medical face shields

Clusters have proven to be strong and resilient partners

3 During the COVID-19 crisis, clusters have quickly adapted

their activities. This agility is crucial to make European value

chains across the 14 industrial ecosystems more resilient.

• New networks to produce FFP2 and FFP3 masks

• New collaborations for filter development

• New 3D printing networks between manufacturers,

material suppliers, civic makers community

• Coordination with ECA to exchange on European level

4. Clusters como redes críticas

¿Cómo?

Clusters bring valuable knowledge to the drafting of the

recovery plans5 Clusters are excellent facilitators to adapt policy instruments to the

needs and opportunities of the European industry.

Seven clusters, led by AFPC, submitted recommendations to the French Government for the national recovery plan.

They suggested concrete actions, especially for materials processing industries, to help SMEs to launch innovations

projects and to rethink industrial value chains to improve self-sufficiency.

4 EU Rapid Alert Function: European Clusters Alliance detected and analysed

84 disruptions in European value and supply chains

More than 180 daily videoconferences allowed to rapidly map the situation of

European industries and to propose solutions for the recovery

Absolute frequency of keywords associated with disruptions

In Flanders, Belgium, the recovery plans are drafted on regional level. Clusters contribute with

suggestions for these recovery plans in the economic advisory expert group.

The five key players of the Spanish innovation system Clusters.es, APTE, Fedit, Ametic and ANCES work together to

suggest funding schemes and projects for the economic recovery. The group has presented their manifesto to different

ministries and a strong and direct collaborative link is currently being established.

4. Clusters como redes críticas

¿Cómo?

Clusters are the best and quickest market sensors

4. Clusters como redes críticas

Propuestas para los planes de Recuperación y Resiliencia

4. Clusters como redes críticas

Propuestas para los planes de Recuperación y Resiliencia

Fuente: https://www.weforum.org/agenda/2021/01/building-a-future-ready-global-workforce-post-covid/

RED DE ORGANISMOS INTERMEDIOS DEL

SISTEMA DE INNOVACIÓN DE

TRANSFIERE 360º

Estructura y Actividades

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RED DE ORGANISMOS INTERMEDIOS DEL SISTEMA DE INNOVACIÓN DE

TRANSFIERE 360º

Parques Científicos y Tecnológicos

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Empresas y Entidades +9.200

Centros Tecnológicos

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Profesionales Alta Cualificación +178.000

Investigadores y Tecnólogos +42.000

Centros Europeos de Empresas e Innovación

35 CEEIs

Agrupaciones Empresariales Innovadoras

+70clústers

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RAZÓN DE SER

Cinco entidades unidas en una única Red de Valor. Una estructura de trabajo coordinada, complementaria.

Una misma ilusión. Un mismo fin. Una misión.

“Actuar como Entidad Colaboradora de la Administración en la proyección de políticas públicas de innovación a nuestras empresas y entidades.

Transformar España desde la Innovación. Crear impacto Socioeconómico”

Hoja de Ruta. Inspirados en…

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Algunos encuentros

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ESPAÑACIBERSEGURA

AMETIC ANCES APTE CLUSTERS.ES FEDIT

Sector TIC Incubadoras de

empresas

Parques

Tecnológicos

Clusters

Industriales

Centros

Tecnológicos

Proveedores de Servicios

Enlace con Clientes finales

Desarrolladores de Servicios

Objetivo

Aumentar dramáticamente el nivel de preparación de las empresas españolasante ataques cibernéticos

Daremos respuesta a una necesidad aún no resuelta por el mercado, con una cobertura completa del territorio nacional

El proyecto abarcará todas las fases requeridas:diagnóstico, planificación, implementación, monitorización, defensa, reacción y mejora continua

Una propuesta que incorpora toda la Cadena de Valor

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