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SMART SPECIALISATION SMART SPECIALISATION SEEN FROM BRUSSELS LEVEL RIS続, AN OPPORTUNITY TO BUILD A REGIONAL INTELLIGENCE SYSTEM MALOPOLSKA IS CONQUERING BRUSSELS S3 PLATFORM, MAKING CLEAR THE SMART SPECIALISATION CONCEPT
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CONTACT
DESIGN
Małopolska Region Brussels Office Rue de Luxembourg 3, 1000 Brussels, BELGIUM
Parastudio www.parastudio.pl
bruxelles@umwm.pl tel: +32 2 513 79 98 www.malopolskaregion.eu www.facebook.com/MalopolskaRegionBrussels
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S3 PLATFORM, MAKING CLEAR THE SMART SPECIALISATION CONCEPT
| Interview with Krzysztof Mieszkowski
2
RIS³, AN OPPORTUNITY TO BUILD A REGIONAL INTELLIGENCE SYSTEM
| by Christian Saublens
3
SMART SPECIALISATION SEEN FROM BRUSSELS LEVEL
| Interview with Richard Tuffs
4
MALOPOLSKA SMART SPECIALISATION
| by Piotr Kopyciński
5
FROM SMART SPECIALISATION TO THE VANGUARD INITIATIVE
| Interview with Jan Larosse
6
MALOPOLSKA IS CONQUERING BRUSSELS
7
QUESTIO IURIS
| Communication from the Commission
IN THIS ISSUE
1
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S3 Platform, making clear the smart specialisation concept Interview with Mr Krzysztof Mieszkowski from the S3 Platform, JRC-IPTS, Seville, Spain
The S3 Platform assists EU countries and regions to develop, implement and review their Research and Innovation Strategies for Smart Specialisation (RIS3). Established in 2011 following the Communication ‚Regional Policy contributing to smart growth in Europe 2020’, the role of the S3 Platform is to provide information, methodologies, expertise and advice to national and regional policy makers, as well as promote mutual learning, trans-national co-operation and contribute to academic debates around the concept of smart specialisation.
Smart Specialisation is a strategic approach to boost economic development through targeted support to Research and Innovation (R&I).
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Renata Jasiolek, Malopolska Brussels Office : What is behind the Smart Specialisation term? Krzysztof Mieszkowski :
tribution to the Europe 2020
mechanisms in order to meas-
tegic approach to boost eco-
Smart Specialisation is a pro-
the objectives.
Smart Specialisation is a stranomic development through
targeted support to Research
and Innovation (R&I). The establishment of a Research and
Innovation Strategy for Smart Specialisation (RIS3) is the
precondition for all national or regional ERDF investments in R&D+I activities in the cur-
rent EU financial perspective 2014-2020. The assumption
is that the implementation of
these strategies will be significant Cohesion Policy’s con-
Jobs and Growth Agenda.
cess which involves identifica-
tion of regional and/or national competitive advantages and
market potentials from inward and outward perspectives,
stakeholder involvement in
the Quadruple-Helix model
(public authorities, business,
research institutions, citizens),
developing a clear development vision, setting strategic investment priorities, making use of smart policy-mix and as well
as monitoring and evaluation
ure the progress in achieving
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This strategy is for innovation leaders and for those lagging behind. What are the differences between the concept of smart specialisation and the former concept of innovative regions as in the financial perspectives 2007-2013?
What is essential for a well-prepared Research and Innovation Strategy for Smart Specialisation? RIS3 is prepared within the
should prepare Operational
On the one side Smart Spe-
namic and evolutionary – not
used to implement smart spe-
good from the past, but on the
RIS3 process, which is a dya still structure – deeply
grounded in an entrepreneurial discovery process (i. e. not
a one-off action), where Gov-
ernments are rather facilitators instead of being in a position
of command and control. This
Programmes which will be cialisation strategies.
cialisation wants to take the other it does want to break
with what was unsuccessful or was absent.
The foreseeable positive phenomena are as follows:
Widespread experience of
strategy is for innovation lead-
national/regional innovation
hind. It is about maximising
the EU Cohesion Policy;
ers and for those lagging be-
the knowledge-based develop-
strategies in the framework of Achieved greater co-opera-
ment potential of any region.
tion among private and public
gions and national authorities
munication between technol-
Based on those processes, re-
stakeholders and better com-
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RIS3 GUIDE - KEY STEPS FOR DEVELOPING A RIS3
Analysis
Monitoring
Process
STEP 2 - Governance - EPD
RIS3 Policy Mix
STEP 1 - Analysis of regional context/potential STEP 3 - Vision for the future
Vision
STEP 4 - Selection of priorities STEP 5 - Policy Mix
Priorities
STEP 6 - Monitoring and evaluation
ogy providers and customers.
The implementation of Smart
involved in the RIS3 process.
be avoided are:
ter some challenges during the
are policy tools to prepare
The negative ones that should
Not being in tune with the
industrial and economic fabric of regions
Understanding innovation
under a too narrow vision, considering mainly (or only) the technological one
The best performing regions
were just copied and resources spread across all sectors
A lack of transnational and
trans-regional perspectives.
Specialisation might encoun-
operational phase. The regions or states have to choose their own paths of development
The next steps in this process
diagnosis, stakeholder involvement, investment priority se-
lection, monitoring and evalu-
among modernisation (upgrade ation. Finally the design of of the current capacities), di-
adequate funding tools is also
development domains), tran-
facilitate the relatively complex
versification (looking for new sition (change of the current
economic structure) or radical foundation (establishment of totally new industries or ser-
vices). The regional economic
landscape consists of different
kind of actors which should be
an important issue. In order to strategic processes, the Euro-
pean Commission established the S3 Platform in the Insti-
tute of Prospective Technological Studies, one of the seven
Institutes of the Joint Research Centre.
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In order to facilitate the relatively complex strategic processes, the European Commission established the S3 Platform The JRC is the European
Commission’s in-house scientific service, in charge of
providing EU policies with
Providing training to
Currently 14 EU Countries,
Facilitating peer-reviews
regions have registered with
policy-makers
Supporting access to
independent, evidence-based
relevant data
throughout the whole policy
research projects to inform
form, its activities include:
making
scientific and technical support cycle. In the case of S3 Plat-
Providing guidance material
and practice examples
Organising information
sessions for policy makers and participating in conferences
Participating in high quality
strategy formation and policy Interactive
tools, S3 Newsletter and
Website: Eye@RIS3, Regional Benchmarking
RIS3 process self-
assessment tool.
150 EU regions, 2 non-EU
the Platform, out of which 7
countries and 46 regions have
been peer-reviewed. We warmly welcome Poland as country
and the 15 Polish regions that have registered with the S3 Platform.
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What is an S3 Platform? SMARTS Specialisations - CROSSROADS?
PATHS Modernisation
WHO? WHAT?
ACTORS Sleeping giant
Diversification
WHERE?
Excited goblins
Transition
WHEN?
Hungry dwarfs
Radical Foundation
WHY?
POLICY TOOLS
HOW?
FUNDING TOOLS
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RIS続, an opportunity to build a regional intelligence
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The RIS³ fundamental idea relies on the one hand on the en-
CHRISTIAN SAUBLENS
trepreneurial discovery principle and on place-based competi-
Belgian, commercial engineer. Has an experience of more than 30 years in lobbying the European Union administration.
conducting a SWOT analysis every five or six years in order to
Executive Manager of EURADA (The European Association of Development Agencies) since 1992. The association has approximately 120 members operating in more than 25 countries. His involvement led to the creation of EBAN, the European network promoting the stimulation of informal venture capital at regional or national level. He coordinates efforts to sustain the IRE (Innovating Regions in Europe) network. Recently been appointed chairman of the Smart Specialisation Strategy (S³) Mirror Group set up by DG Regio in order to build awareness of that new concept amongst the regions. He has written several papers regarding the impact of EU regulations on regional development, the role of development agencies in Europe and the importance of SMEs in economic development. He has also written documents concerning entrepreneurship, access to finance by SMEs, territorial intelligence, public support services in the field of entrepreneurship and innovation, eco-innovation, … One of his latest papers is the popular „Directory of ‚No-Nonsense’ Activities To Build S³-minded Regions”. Christian has managed several projects co-financed by the EU administration in the field of regional development, enterprise cooperation, access to finance, globalization, innovation and capacity building for RDA managers in non EU countries.
tive advantages on the other hand. Many regions are used to
access ERDF funding. Through this method, they mainly assess their position in a regional and national context and more sel-
domly in the European or worldwide one. Between two SWOT analyses, there is little evaluation and as most of the evaluation
exercises are based on transaction counts and not on understanding a transformation process, nobody keeps records of what was
found in the previous exercises. With all the investments made to fulfill the RIS³ ex ante conditionality, it would be a good idea to
start an ongoing exercise based on regional intelligence. As in the case of enterprises, it is useful to build an intelligence service to
understand and follow-up in real time trends which are likely to
affect the current competitive advantages of the region and of its enterprise portfolio.
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With all the investments made to fulfill the RIS続 ex ante conditionality, it would be a good idea to start an ongoing exercise based on regional intelligence.
Five main topics should be taken into consideration in the regional intelligence system, i.e.
The composition of the entrepreneurial portfolio
The attitude of key stakeholders towards innovation
The way key stakeholders are benefiting from public supports The position of regional stakeholders in their sectorial global value chain
The number of actors in niche markets The basis of such intelligence is a rather fine segmentation of the regional entrepreneurial portfolio. This segmentation would pro-
vide two types of information: which are the strategic enterprises for the region (big, small and start-ups) and which enterprises need what type of support services.
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R INC ED
S EA
Basic support services
IT NS
UP PO RT
E INT
SE
GE
RV
ICE
S
LED OW KN Intermediary support services
First contact, promotion of on the shelf services online info
PE OF S
RT PO UP
TY
S HE
Specialised services and funding, vouchers, clusters support Excellence and high added value support services and funding scheme
S
ICE
RV
SE
World class support services
NT YI
Advanced support services
Events, workshops, general advice and funding
The graph above illustrates the rationale of this segmentation
based on the enterprise portfolio. This underlines that the world of enterprises is not a monolithic concept, that support services
need to be tailored to the absorption capacity of enterprises, and
that the knowledge intensity of support services has to be adapted to the real needs of the different categories of enterprises.
The basis of such intelligence is a rather fine segmentation of the regional entrepreneurial portfolio.
* Source EURADA, adapted from presentation by Graemen Remison of Scottish Enterprise (UK), at DG CONNECT 15.5.2013
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The attitude of key stakeholders towards innovation could be comprehended by collecting data regarding the following issues:
What are the new ideas/products, processes, improved old
products/processes that were brought to the market by local enterprises over the past three to five years?
What was the process to bring those ideas to the market (start at the lab, result of a R&D project, observation on the shop floor, idea in the manager’s head)?
Where did the enterprises find the capital for the various stages of the ‘idea to market’ journey (self-finance, venture, grants,
bank loans, corporate co-sharing funding, research grants, …)?
Where did the talent and skills come from (in house, consultant contract, recruitment, …)?
Where was the know-how found (in house, outsourcing)?
What were the public supports – if any – which made a real difference?
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The RISÂł relies on the one hand on the entrepreneurial discovery principle and on place-based competitive advantages on the other hand.
As far as the entrepreneurial discovery process at enterprise level is concerned, it can be detected by collecting data on:
Business investment into production/use of cutting-edge technology including robotics, nanotechnology, advanced IT, high value-adding services, etc.;
Investment into productivity gains by businesses operating in
non-relocatable industries or non-commercial sectors including healthcare, wellness, tourism, retail, etc.;
Take up by local businesses operating in a niche market of advanced support services including seed and venture capital, IPÂ rights, proof of concept, internationalisation, etc.
Above regional average business investment into R&D+I, staff training and strategic intelligence;
Techniques implemented by enterprises in order to reward their innovative staff.
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I+D
£ € $
The way key stakeholders are benefiting from public supports could
be addressed by drafting a catalogue of tools available in the region. This catalogue should provide information concerning:
Priority area: start-up support, R&D+I, internationalisation,
competitiveness enhancing, FDI attraction, cluster policy, …
Objectives: management improvement, access to funding sources, training, technology innovation, non-technology innovation,
legal advice, first client search, access to business infrastructures, internationalisation support, networking/social capital, …
Services to be received: loans, equity, grants, guarantee, advice, mentoring/coaching, training, …
Target/beneficiaries: would be entrepreneurs, start-ups, gazelles, micro-enterprises, hidden champions, …
Forms: direct grants, vouchers, …
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Deliverables: number of hours of training or mentoring re-
ceived, volume of funding attracted, number of staff recruited, increased volume of export sales, number of new/improved
products/ services introduced into the market, volume of investment made, ‌
Implementation agencies: ministry, agency, chamber of commerce, ‌
Supported enterprise data: name, location, date of birth, department/unit which signed the agreement
The analysis of the beneficiaries list could provide information on the way enterprises are using the support services: one shot
vs. repetitive; preference for funding with or without coaching;
graduation in the complexity of the scheme vs. preference for basic
schemes; average cofounding amount. Indeed, the system would allow to collect and analyse data regarding the beneficiaries such as:
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RIS³ is about place-based competitive advantages, a real understanding of niche markets is essential to keep them alive.
Type of enterprises (age, size, legal form, …)
Geo-localisation of beneficiaries (cities, rural areas, location in science parks, in incubators, in industrial parks, …)
Number of supports received, frequency of the support, …
Type of supports (grants, loans, advice, coaching, …)
Knowledge intensity of the support (awareness, social capital, …)
Part of the business or project lifecycle (start-up, development of idea, prototyping, production, marketing, …)
Sequence of the support (one shot, advice followed by a funding, funding without advice, …)
Department or unit of the enterprise having access to the support (CEO, research, production, international, …).
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An overview of the position of key enterprises in their sectoral
value chain is critical to assess the type of support needed to face global competition and to anticipate change in the demand or in the relocation of the different parts of the enterprise value chain (R&D, manufacturing, marketing, decisional and support functions).
Finally, as RISÂł is about place-based competitive advantages, a
real understanding of niche markets is essential to keep them alive. Remember that most regions have the same generic hopes and as-
sets (alternative energy, bio-industry, agro-food, automotive, health,
ICT, tourism, ‌). Therefore, the only way to make a difference is in well-defined niches.
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In conclusion, such intelligence services can help public authorities invest in the provision of high value-added services and in the reinforcement of specialist organisations.
High value-added services can be grouped into several broad
categories (non-exhaustive list):
Protection of intellectual property rights, support to R&D activities and up-scaling quality;
Accelerated commercialisation of research project outcomes;
Detection of innovative dormant projects through the implementation of innovation management schemes;
Improving the quality of demand for finance emanating from SMEs (via investment readiness schemes, business angels networks, etc.);
Boosting growth (turnover and employment) of businesses accommodated in incubators;
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Ensuring that staff of university / research centre / business and investor interfaces are themselves genuinely entrepre-
neurial and/or that their remuneration is performance-based;
Training skilled staff specialised in innovation management and commercialisation
Appropriation by subcontractor SMEs of management
methods that help reassuring large principal contractors (6sigma, LEAN, co-development, etc.);
Creation and management of multi-sectoral or multidisciplinary platforms in order to boost applied research as well as innovation and internationalisation;
Technology and market intelligence;
Networking enterprises between themselves or with service providers.
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Smart Specialisation seen from Brussels level Interview with Richard Tuffs director of European Regions Research and Innovation Network (ERRIN)
At the Brussels-level, regions have found that their regional offices are very important for understanding and influencing European policy RICHARD TUFFS Richard Tuffs has a degree in geography and social sciences and master’s degrees in town planning, applied linguistics and business administration. His career spans town planning, applied linguistics, language and management training, university lecturing and research and education administration. He has been director of the ERRIN network since October 2010. Richard has been working in the regional dimension of European policy in territorial cohesion and research for many years and worked for the Kent and the West Midlands offices in Brussels before joining ERRIN. Richard has been in involved in numerous EU projects such as science communication, Future Internet, Smart Specialisation, and eco-innovation. He is a member of the Smart Specialisation Mirror Group established by the European Commission and was the rapporteur for the European Commission expert group on the Capital of Innovation prize launched in 2013. He is often invited to moderate and present at conferences on European research and innovation topics.
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Monika Turek Malopolska Region Brussels Office: ERRIN was founded in 2001. After almost 13 years it became a network of 104 regions! How do you explain such an impressive achievement? Richard Tuffs : This impressive marketplace. At the Brusselsachievement is in part due to
level, regions have found that
seen as a key source of regional
important for understand-
research and innovation being competitiveness and support
for investment in research and
innovation at the regional level from EU policies since the
launch of the Lisbon Strategy in 2000 and now the Europe 2020 Strategy. Regions are
now aware that it is important to raise their profile, exchange knowledge and develop part-
nerships with other regions in
order to compete in an increasingly global and competitive
their regional offices are very
ing and influencing European policy, making regional actors
aware of European opportunities and developing partnerships for European projects
and raising the profile of their
region. ERRIN is able to sup-
port regional offices in all these activities through its working
groups organized in Brussels.
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By working together and across borders, regions can influence policy, can develop successful projects and make sure that their activities are known in Brussels.
What are the main priorities of ERRIN? ERRIN has four main pri-
Project development is impor-
vidually so that they can make
These priorities are policy, pro-
and support it brings to the
strengths and opportunities
orities that guide its activities. jects, profile and partnership. In terms of policy, ERRIN
seeks to understand, commu-
nicate and influence European
research and innovation policy. This could mean more funding for research and innova-
tion and more opportunities for project development at
the regional level. Increasingly regions are interested in supporting project development
at the European level for their
key stakeholders in the region.
tant both the for the funding
region but just as importantly supporting strategic policies
in the region of regions both
collectively and individually is important. Regarding profile, ERRIN provides a voice for
regions and their stakeholders within the research and innovation domain and highlights the importance of regional innovation ecosystems for
the overall competitiveness of
Europe. ERRIN also supports its members regions indi-
other regions aware of their
for European partnerships or
inward investment. The fourth P is partnership. ERRIN both
depends on and supports partnership working between all
its members. ERRIN involves its members on a regular and
intensive basis to support and organize thematic working
groups, to develop events for the network, find and invite
good speakers and generally
support the ERRIN mission.
Partnership is all about sharing
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ERRIN has 13 thematic Working Groups. How does a WG work? and making sure that 1+1=3!
The role of the Working Group possible early intelligence so
borders, regions can influence
around the ERRIN four P’s.
projects and make sure that
by a small group of regions
By working together and across is to facilitate activities based
that the regions can be ahead
policy, can develop successful
area for most groups is look-
their activities are known in Brussels.
Each Working Group is led
who develop an annual work
plan. This work plan outlines
the number of meetings over the year and the activities of
the group. Each group will of
of the game. One important
ing for European opportunities and developing projects among members. By being part of the working group, regions can
also highlight their profiles and interests and find partners for
course be different according to future projects. the subject matter and regional interests and opportunities. Most groups, however, will
wish to make sure that they are gaining knowledge of policies in their topic area and where
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Does ERRIN’s network have influence on EU policies? Could you give some examples? In a lobbying sense, it is always
by other regional networks, the
Europe Network 2015-2020
person, region, country or net-
into Horizon 2020. However,
tion and internationalization
difficult to argue that any one work changed a policy. How-
ever, it is clear that ERRIN has remained a strong supporter of the regional dimension within EU research and innovation
programme was not carried
our campaign did put pressure on the European Commission
to retain the methodology with Interreg Europe 2014-2020 which notes that ‘The pro-
policy. Our campaigns have not gramme should also integrate
always been successful. ERRIN and build on results generated tried to protect the ‘Regions
through previous EU initiatives
a programme that received a
cluster support, for instance
of Knowledge’ programme,
positive evaluation and which
our members had found useful. Despite a campaign based on position papers, often joined
in relation to innovation and the “Regions of Knowledge” initiative’. ERRIN has also
been active in promoting the
current call for the Enterprise
to be more focused on innovaof SME’s and noted in the call which states that ‘the Network will foster the development
of internationally competitive companies and will stimulate the innovation capacities of European SMEs’.
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According to ERRIN, how can regions improve their competitiveness by applying the smart specialisation concept? The Smart Specialisation con-
together the top academics and
research institutes and local
has to grasp the concept within
respected networks. This pro-
The ‘entrepreneurial discovery
cept is new and each region
its own institutional context. However, ERRIN considers
that the smart specialisation
is important for regions as it
can help build more synergies
between research and innova-
tion and regional strategies and funding. This is why ERRIN
now has an active Smart Specialisation Working Group.
ERRIN, along with ten of its
member regions, is involved in a FP7 project on smart spe-
cialisation. This project brings
experts in the field and other
ject will provide lots of answers to the above question but
ERRIN considers that there are two areas where smart
specialisation can contribute to regional competitiveness.
The first is by using the ‘entrepreneurial discovery process’
which means for many regions
a new approach to policy making. This process involves a
much stronger involvement of what is termed the ‘triple helix’ – business, education and
and regional governments.
process’ is a more bottom-up
and market-focused approach which helps to identify where the region has a competitive advantage and aims to re-
ally get to grips with what we
might term the ‘real economy’ – what do we make and what
do we sell? Not all regions have the experience of the open dialogue that is needed between
partners and this is where the ERRIN Smart Specialisation Working Group has helped
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Not all regions are on the same level of innovation performance. Does ERRIN have different approach to regions with lower innovation levels? regions compare their differ-
ship opportunities. The work of
All regions are different in
regional strategies. By creat-
specialisations is being under-
tory and their economic and
tion platform but here ERRIN
be no one size fits all. ERRIN
ing approaches to developing ing the strong links between
‘triple-helix’ players, the region can support an effective re-
search and innovation ecosystem.
Secondly, the identification
of regional specialisations can help regions find partner re-
gions that share the same specialisations. This means that
regions can work together to
mutually strengthen clusters, complete global value chains and generally seek partner-
identifying regions with similar terms of their geography, histaken by the smart specialisa-
can make this a more personalized contact between regions
through the ERRIN thematic working groups.
political context. So there can mainly works with regional
offices in Brussels and these too will vary depending on
the size and length of time in
Brussels. It is clear that regions that are identified as innovation leaders by the Regional Innovation Scoreboard are
quite different from regions
identified as modest innova-
tors. These differences are often accounted for by geographical
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peripherally, high-level uni-
can provide a very useful sup-
with funding to improve their
research intensive sectors and
regions build their regional
formance.
versities, large companies in
good connectivity and qual-
ity of life. Strong research and innovation regions can con-
tribute to ERRIN by taking a stronger leadership role often
port service and help these
office capacity over time. In a
recent Horizon 2020 training session organized by ERRIN we examined opportunities
for less-developed regions in
in the thematic working groups Europe through the Horizon and playing a stronger role in
2020 teaming and twinning
ERRIN. Regions with lower
Chair programme and Marie
policy statements developed by innovation levels may need
more support to find the right
contacts in Brussels whether in the European Commission or
other regions and here ERRIN
programme, the future ERA Skłodowska-Curie Actions
such as the COFUND programme. Strategic thinking around these three funding
streams can provide regions
research and innovation per-
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Malopolska Region joined ERRIN in 2013. What is the added value of Malopolska being a member? The added-value for Malopolska choose the thematic working
always seek to find opportunities
network to gain knowledge of
members and help them raise
is that they can use the ERRIN
groups that it wishes to be part
the European research and in-
opment. This gives the region
novation agenda and make sure that regional actors back in the
of and contribute to their develaccess to regions with similar
interests which allows Malopol-
region can also share this knowl- ska to identify future partners
edge. The ERRIN network is an or just benchmark its activities excellent network to exchange
against other regions. Impor-
on EU policies. Our weekly e-
opportunities for the region.
information and soft intelligence tantly, ERRIN can also identify alert and on-line calendar pro-
ERRIN is involved in many
vides information on events and European committees and fo-
meetings in Brussels and a range rums and often these forums ask of information on research and
innovation that can be useful to
the advice of ERRIN regarding regional policies and activities.
regional partners. The region can Where possible, ERRIN will
in such meetings for ERRIN their profile in Europe.
Malopolska also adds value to the ERRIN network. As we move to 113 members, the
critical mass of ERRIN becomes more important and therefore
we can have more influence in policy shaping, attract higher-
level speakers to ERRIN events. The European Commission
would rather communicate one message to a hundred regions
in one go than receive 100 individual enquiries.
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The added-value for Malopolska is that they can use the ERRIN network to gain knowledge of the European research and innovation agenda
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Malopolska smart specialisation
The origins of the concept of smart specialisations are to be
found in the European Commission report published in 2009, entitled Knowledge for Growth. It was a result of studies con-
ducted by an advisory group investigating efficient ways of im-
plementing public policies in the filed of innovation. The report
shows that public authorities, especially on regional level should
identify domains in which they will be able to reach comparative
advantages of their national and regional economies, among others by giving incentives for investment to economic actors.
Such a reasoning was approved by European decision makers
and the concept of smart specialisation was enshrined in the Europe 2020 Strategy. In this document, the development of smart specialisations aims to reach the targets of smart,
sustainable and inclusive economic growth set by the Strategy. Public policies implemented accordingly to the smart spe-
cialisation principle differ from others mainly by so called en-
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PIOTR KOPYCIŃSKI trepreneurial discoveries, which are interactive processes where economic actors economic actors supply policy makers with
information on specificities of the region regarding research,
growth and innovation. On this basis public authorities make decisions.
It is worth underlining that in the framework of the Europe
2020 Strategy smart specialisation became a key element of
regional innovation policies included in regional strategies for smart specialisation (RIS3).
Smart specialisation is part of the Regional Innovation Strategy
for Małopolska Voivodeship 2014-2020 (RSI WM), one of the ten strategic programmes designed by the region for the implementa-
tion of European Union projects. In of the RSI WM the accent is
set on supporting of regional specialisation of Małopolska. The key
domains for specialisation were set on the basis of Technological Foresight for Sustainable Growth of Małopolska and A Technological
Graduate of the Faculty of Economics and International Relations, Cracow University of Economics (specialisation in Economy and Public Administration). Assistant in the Department of Economics and Public Administration, Cracow University of Economics. Participant R&D projects in the field of innovation, analysis of public policies and regional development and author of various publications on this subject. His research topics also include the issue of network forms of governance in economy. Member of the Task Force in charge of the Regional Innovation Strategy for the Malopolska Region 2013-2020 (RSI WM) and co-editor of the RSI WM. His academic work includes regional policy issues, local and regional development and local governance.
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The development of smart specialisations aims to reach the targets of smart, sustainable and inclusive economic growth set by the Strategy.
Perspective Cracow-Małopolska 2020. The selection was also sup-
ported by the Growth Strategy for Małopolska Region 2011-2020 and conclusions drawn from studies of the regional economy conducted for the purpose of RSI WM. Public consultations and debates with stakeholders during the meetings of the Task-force for preparing the RSI WM, the Małopolska Innovation Council, Małopolska
Information Society Council and others, brought also an important
input. Taking part in those bodies were representatives of stakeholders’ groups, i.e. business, education, business-related institutions and local and regional authorities.
CLOSER TO BRUSSELS 35
The RSI WM is still under discussion. At the date of publication of this text, the following domains were included on the list of smart specialisations for Małopolska: Life science
Sustainable energy
Information and communication technologies (including multimedia)
Chemistry
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This selection is not without having an impact on directions the regional innovation policy will take in Małopolska in the up-
coming years. As it is mentioned in the European Commission
Guidelines for Strategies of Innovation and Smart Specialisation (RIS 3), regional growth strategies include references to smart specialisation:
They allow to focus the political and investment support
on key regional priorities, challenges and needs for smart growth, based on knowledge and ICT
They support a better use of strengths, comparative advantages and regional potential
They give good ground for fostering and implementing inno-
vative solutions and stimulate investment of the private sector
They lead to a wider engagement of stakeholders in designing and implementing of public policies by giving incentives to innovation and experiments
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This selection is not without having an impact on directions the regional innovation policy will take in Małopolska in the upcoming years.
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From smart specialisation to the Vanguard Initiative an interview with Jan Larosse, senior political advisor for industry and innovation by the Flemish Government.
The ambition at the time was to influence the emerging debate on a new industrial renaissance in Europe JAN LAROSSE Jan Larosse is senior policy advisor for innovation and industrial policies of the Flemish Government. He has worked also several years as seconded expert for DG Research, among other things on the development of the smart specialisation approach. He is managing the secretariat of the ‘Vanguard Initiative New Growth by Smart Specialisation’.
CLOSER TO BRUSSELS 39
Renata Jasiolek, Malopolska Brussels Office: Flanders was initiator of Vanguard Initiative. How it begun, who hit upon this idea? Jan Larosse: Flanders has
neurial discovery’ as a basis for
of Mikel Landabasso in DG
a methodological element of its
sation. The Ministers of In-
sentations in Brussels.
also our Minister-President
ful High-Level Conference of
adopted smart specialisation as new innovation and industrial policies. This occurred gradually, because we were looking for an appropriate approach
for prioritization in innovation and industrial policy already for a while: what activities
should deserve priority sup-
port in the transformation of
our economy? We have always
believed firmly in a bottom-up approach. Therefore our policy
makers where very charmed by the principle of the ‘entrepre-
prioritization in smart speciali- Regio, and with regional reprenovation and Economy – later – have adopted smart spe-
cialisation as a framework for further developing their new,
more targeted innovation and industrial policies in an inter-
national and in particular European perspective. We devel-
oped the idea about this wider role of smart specialisation in
discussions with Commission services, such as the Unit for
The organization of a success8 November 2013 in the Eu-
ropean Parliament by Flanders and DG Regio, under the title ‘Regions as motors for new
growth by smart specialisation’, with the support of President Herman Van Rompuy and the Commissioners Hahn
and Geoghean-Quinn, was a
mile-stone in positioning the
strategic importance of smart
Smart and Sustainable Growth specialisation as a policy driver
CLOSER TO BRUSSELS 40
Smart specialisation is maybe the most important new strategic approach for enhancing new growth in Europe.
for new growth in Europe.
dustrial renaissance in Europe,
giving support to the growth of
ment of the regions was sug-
tom-up dynamics of clusters in
clusters together with the Eu-
The idea for a special engagegested in preparing this event
by the moderator, Ann Mettler of the Lisbon Council. So we did. At the initiative of our
Minister-President, the po-
litical leaders and representa-
tives of 10 regions agreed at a lunch-meeting in the margin of this Conference, to start
a ‘Vanguard Initiative New
Growth through Smart Specialisation’. The ambition at
the time was to influence the
emerging debate on a new in-
to capitalise more on the bot-
regional clusters to world-class
the regions that want to engage ropean Commission. in interregional cooperation
around the value chains of the future with their smart spe-
cialisations. This position was
expressed in signing a Letter to the President of the European Council on 30 January with
political leaders and representatives of 15 regions. And now we are 17. The door is open
to all who want to ‘lead-by-
example’ in developing these interregional cooperations,
CLOSER TO BRUSSELS 41 The operationalisation of truly smart specialisation strategies that give ownership of the discovery process to strong clusters will unleash a multiple of entrepreneurial investments, beyond what European programmes can achieve alone.
Does Flanders, as a region, see smart specialisation as the key way of sustainable growth in Europe? Therefore I believe that smart
process to strong clusters will
most important new strategic
neurial investments, beyond
specialisation is maybe the
approach for enhancing new growth in Europe. It cannot be detached from political leadership at regional, na-
tional and European level to
engage in these new markets
with all available instruments, from new regulations to new infrastructures. But the op-
erationalisation of truly smart specialisation strategies that
give ownership of the discovery
unleash a multiple of entreprewhat European programmes can achieve alone.
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In your opinion, as an expert of innovation and industrial polices, is smart specialisation a chance for EU? Smart specialisation doesn’t
clusters. Because we will have
be competitive in specific seg-
programmes to access struc-
gies to develop complementa-
markets. We can only do so if
apply only to our operational tural funds. We have adopted it for guiding our industrial and innovation policies to enable
strong clusters with an inter-
national position. In this way
we recognise the international
interconnectedness of our policies and of the strategies of our
to align our policies and straterities. We cannot develop new
ments of these European leadwe align our efforts, to build
markets for bio-based products, critical mass, find complemenhealth solutions our e-mobility
tarities in the new value chains,
new markets that respond to
true smart specialisations.
in Flanders alone. These are
major societal challenges and
require systemic changes at international scale. We want to
and in doing so ‘discover’ our
CLOSER TO BRUSSELS 43
What kind of hopes, the member regions, place in Vanguard Initiative? The ultimate hope is that
partner regions are animated
growth’ will be mainstreamed.
by-example and learn from
‘smart specialisation for new
So that the Vanguard Initia-
tive is not needed anymore and that all regions and all policy levels have incorporated the
smart specialisation approach,
to use each other’s investments for common goals. This might take some time. Therefore the
by a strong motivation to leadthe Vanguard Initiative pilot
activities, such as the co-development together with Euro-
pean Commission services of a Smart Specialisation Platform for Advanced Manufacturing. We hope to show first results before the Summer.
CLOSER TO BRUSSELS 44
Malopolska is conquering Brussels
Malopolska recently joined the elite club of the “Vanguard Initiative”, a group of leading regions in the field of innovation.
This front line initiative for a sustainable growth based on smart
specialisation, the so-called “Vanguard Initiative”, is a political
initiative launched by leaders of highly developed regions of the
European Union, which want to set standards and give directions for growth in the EU. In concrete terms it means designing and
implementing smart specialisation strategies. Regions associated with the “Vanguard Initiative” have considered smart speciali-
sation not only as an ex-ante condition for European cohesion
policy, but also as a paramount rule for designing their own policies in the field of innovation and industry.
The concept of the “Vanguard Initiative” was born during a
high-level conference organised in Brussels on the 8th of October 2013. In line with the adopted declaration, partners of the Vanguard Initiative have agreed to extend the use and spread
smart specialisation principles in order to enhance EU’s competitiveness and ensure its future growth.
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Partners of the Vanguard Initiative have agreed to extend the use and spread smart specialisation principles
The cooperation envisaged by regional leaders aims at  support-
ing the implementation of the Industrial Compact by developing multilevel European investments and cluster initiatives in new
or modernised industries. In a long term, it aims to generate jobs
and economic growth by orienting investment on strategic prior-
ities for reindustrialisation. Among the members of the Vanguard Initiative are regions with high industrial ambitions and smart
specialisation strategies, which can lead to a significant restruc-
turing of their industries (Basque country, Flanders, Lombardy,
Malopolska, North Rhine-Westphalia, Scotland, Scania, SouthEast Holland, Tampere and Wallonia).
CLOSER TO BRUSSELS 46
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Among the members of the Vanguard Initiative are regions with high industrial ambitions and smart specialisation strategies
The preparatory work for the European Council summit in
March 2014, dedicated to the European industrial policy, was a good opportunity to underline the importance of regional
authorities and bottom-up partnerships with regard to inter-
regional smart specialisation for industrial growth. This is why
leaders of the Vanguard Initiative on the 30th of January 2014
decided to sign a letter to Mr Herman Van Rompuy, President of the European Council.
Another priority for the high profile meeting of the Vanguard
Initiative leaders with European Commission officials on the
30th of January 2014 was to discuss the use of the Smart Spe-
cialisation Platform S3 (mentioned in the European Commission communication from the 22nd of January 2014) and the
methods employed for  creating and supporting leading markets
in Europe and world class clusters. The latter should benefit from inter-regional cooperation and good practices exchange and become competitive in the global market.
CLOSER TO BRUSSELS 47
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The participants of this high profile event also raised the subject
of adapting inter-regional and European instruments supporting bottom-up cluster initiatives in 6 priority domains identified by the European Commission in 2012 as supporting the rebirth of industry in Europe.
Thanks to the efforts of the Representation of Małopolska in
Brussels, this region joined this elite club, as the investments
conducted by the authorities were recognised due to the use of
key assets such as: human capital, entrepreneurial spirit and ini-
tiative of the inhabitants. It is through those people that a strong knowledge-based industry in new technologies is raising and is recognised as the most competitive branch. By backing inno-
vation and using modern technological solutions, Małopolska
wishes to create a new spirit for the traditional industrial sectors, which have been the strength of the region.
In a long term, it aims to generate jobs and economic growth
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As from the beginning of 2014, the new members, who joined
the Vanguard Initiative are: Rh么ne-Alpes, Upper Austria, Norte, Baden-W眉rttemberg, Asturia and more are still to come... More on the Vanguad Initiative:
Vanguard Initiative New Growth through Smart Specialisation. Engagement for a European Industrial Renaissance.
By Renata Jasiolek
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Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions 22 January 2014 For a European Industrial Renaissance 1. INTRODUCTION The European Union is emerging from its longest-ever reces-
sion. EU28 GDP grew by 0.2% in the third quarter of 2013. The upturn in business sentiment and confidence indicators suggests that structural reforms, macroeconomic governance improvements and measures in the financial sector have succeeded in
stabilising Europe’s economy. The EU is on the right track, but
the recovery remains modest, with Commission forecasts of 1.4% GDP growth for the EU28 in 2014 and unemployment rates
close to 11% for the next two years. That is why fostering growth and competitiveness to sustain and strengthen recovery and to achieve the goals of the Europe 2020 agenda have become the top priority for the Commission and EU Member States.
CLOSER TO BRUSSELS 51
2. INDUSTRIAL MODERNISATION: INVESTING IN INNOVATION, NEW TECHNOLOGIES, PRODUCTION INPUTS AND SKILLS With scarce natural and energy resources and ambitious social
and environmental goals, EU companies cannot compete on low price and low quality products. They must turn to innovation,
productivity, resource-efficiency and high value-added to compete in global markets. Europe’s comparative advantage in the
world economy will continue to lie in high value-added goods
and services, the effective management of value chains and access to markets throughout the world. Thus, innovation and techno-
logical advancement will remain the main source of competitiveness for EU industry. For this reason, further efforts are needed to achieve the Europe 2020 target of spending 3% of GDP on research and development (R&D).
CLOSER TO BRUSSELS 52
Industrial policy priorities in 2014-2020, investments in innovation by ESIF will be guided by the concept of ‘smart specialisation’, to allow member states and regions to concentrate investment on their comparative advantages 2.1. Stimulating investment in innovation and new technologies The Commission has put an increasing share of its policy, regulatory and financial levers at the disposal of Member States, regions and industry to foster investment in innovation.
The Horizon 2020 Programme, in particular through its in-
dustrial leadership pillar, will provide close to EUR 80 billion for research and innovation. This includes support for key enabling technologies that will redefine global value chains, enhance re-
source efficiency and reshape the international division of labour. To facilitate the commercialisation of research results, Ho-
rizon 2020 will also finance closer-to-market prototypes and
demonstration projects than hitherto. A key element of the new Framework Programme is joining forces with the private sector through public-private partnerships in key industrial  domains,
so as to leverage further private investment. In addition, with the
adoption of the new multiannual financial framework 2014-2020
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Many of the themes proposed under Smart Specialisation Strategies by the Member States and regions are related to the six strategic areas identified under industrial policy, putting a comprehensive financing package at the disposal of regions. at least EUR 100 billion of European Strucutral and Invest-
ment Funds (ESIF) are available to Member States to finance
investment in innovation, in line with industrial policy priorities
in 2014-2020, investments in innovation by ESIF will be guided by the concept of ‘Smart Specialisation’, to allow Member States and regions to concentrate investment on their comparative ad-
vantages and to encourage the creation of cross-European value chains.
Many of the themes proposed under Smart Specialisation
Strategies by the Member States and regions are related to the six strategic areas identified under industrial policy, putting a comprehensive financing package at the disposal of regions.
CLOSER TO BRUSSELS 54
As Member States increasingly look to stimulate investment in strategic industrial areas, the Commission is modernising the
State Aid Framework for R&D&I and reforming public pro-
curement rules to create a critical mass on the demand side and
improve efficiency in the allocation of resources in full respect of competition and internal market rules.
The need to speed up investment in breakthrough technolo-
gies in fast-growing areas was the main reason the Commission
decided to identify in the 2012 Industrial Policy Communication the six areas in which investment should be encouraged.
These strategic, cross-cutting areas are: advanced manufactur-
ing, key enabling technologies, clean vehicles and transport, biobased products, construction and raw materials and smart grids.
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