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Page 1 of 46
S3-4AlpClusters is cofinanced by the
European Regional Development Fund through the Interreg Alpine Space programme
WPT3 - Test Model on Pilot Cluster
D.T3.3.1 Final recommendation report on cluster services
S3-4AlpClusters is cofinanced by the European Regional Development Fund through the Interreg Alpine Space Programme
Iris Reingruber, Silvio Antonioni, Mateja Dermastia,
Renate Handler, Michael Keller, Gerd Meier zu Köcker,
Laurent Larger, Simone Weiss
February 2019
Page 2 of 46
S3-4AlpClusters is cofinanced by the
European Regional Development Fund through the Interreg Alpine Space programme
This report has been produced within the frame of the S3-4AlpClusters project,
funded by the Alpine Space INTERREG Programme of the European Commission.
It was drafted by Iris Reingruber (Business Upper Austria). It builds on the
results and deliverables of the previous work packages established by Mateja
Dermastia (Anteja) and Gerd Meier zu Köcker (ClusterAgentur Baden-Württemberg)
for WP T1, Luca Mion and Silvio Antonioni (Hub Innovazione Trentino) for WP T2
and Simone Weiss (ITG Salzburg) together with Renate Handler (convelop) for the
training tools. The WPT3 input was gathered from all project partners over the
second phase – the pilot phase of the project. The author would like to thank
all project partners for their significant efforts.
Disclaimer
The information and perspectives set out in this report are those of the authors
and do not necessarily reflect the official opinion of the European Commission
or the project partners’ regions. Neither the European Commission institutions
and bodies nor any person acting on their behalf may be held responsible for the
use that may be made of the information contained therein. Reproduction is
authorised, provided the source is acknowledged, unless otherwise stated. For
use/reproduction of third party material specified as such, permission must be
obtained from the copyright.
For further information about the S3-4AlpClusters project, you will find a short
description at the end of the document. To learn more and to download additional
resources please refer to the project website http://www.alpine-
space.eu/projects/s3-4alpclusters/en/home.
The information is provided without assuming any legal responsibility for
correctness or completeness. The data presented in the report are based on the
information given by the project partners.
© S3-4AlpClusters, 2019
Page 3 of 46
S3-4AlpClusters is cofinanced by the
European Regional Development Fund through the Interreg Alpine Space programme
Table of contents
Introduction ..................................................... 4
Brief Rationale .................................................. 6
Five New Services (NS1-NS5) – Description ........................ 7 1. NS1: S3-Synergy Diamond ..................................... 7 2. NS2: Action Development Workshop (ADW / cADW) ............... 7 3. NS3: Alpine Cluster Innovation Express (ACIE) ............... 8 4. NS4: TA Cluster Toolbox (TACT) .............................. 8 5. NS5: TA Evaluation Toolbox (TAET) .......................... 10
Five New Services (NS1 - NS5) – Pilot Experiences ............... 10 1. NS1: S3-Synergy Diamond Pilot .............................. 11 1.1. S3-Synergy Diamond experience: Franche-Comté .............. 11 2. NS2: ADW/cADW (Action Development Workshop) Pilots ......... 12 2.1. cADW: Bavaria, Franche Comté, Slovenia, Upper Austria ..... 13 2.2. cADW: Upper Austria, Veneto Region ........................ 16 2.3. ADW: Fribourg / CH ........................................ 18 2.4. ADW: Salzburg / AT (a) .................................... 20 2.5. ADW: Salzburg / AT (b) .................................... 21 2.6. ADW: Piedmont / IT ........................................ 22 2.7. ADW: Lombardy / IT ........................................ 24 2.8. ADW: Baden-Württemberg / Region of Black Forest ........... 26 3. NS3: ACIE (Alpine Cluster Innovation Express) Pilot ........ 27 3.1. ACIE – Proposal ........................................... 28 4. NS4: TACT (TA Cluster Toolbox) Pilots ...................... 29 4.1. Veneto Region / Think Tank of Innovation .................. 29 4.2. Piedmont / Networking Event ............................... 30 4.3. Autonomous Province Trento / IP Management for SMEs ....... 31 5. NS5: TAET (TA Evaluation Toolbox) Pilot .................... 32
Final Recommendations ........................................... 33 1. NS1: S3-Synergy Diamond – practical Recommendations ........ 33 2. NS2: Action Development Workshop (ADW/cADW) – practical
Recommendations ................................................. 34 3. NS3: ACIE (Alpine Cluster Innovation Express) – practical
Recommendations ................................................. 36 4. NS4: TACT (TA Cluster Toolbox), practical Recommendations .. 38 5. NS5: TAET (TA Evaluation Toolbox), practical Recommendations 38
Glossary of terms ............................................... 40
S3-4AlpClusters in a nutshell ................................... 44 Smart Specialisation with Smart Clusters ............................ 44
S3-4ALPCLUSTERS Partners ........................................ 45
Page 4 of 46
S3-4AlpClusters is cofinanced by the
European Regional Development Fund through the Interreg Alpine Space programme
Introduction
Test S3-Innovation Model on Pilot Clusters
WPT3 provides first experiences and validation of five new services (NS1 – NS5)
of the S3-Innovation Model by pilot testing these following five services with
pilot clusters in the participating regions.
Five New Services (NS):
NS1 S3-Synergy-Diamond
NS2 ADW/cADW – (cross-regional) Action Development Workshop
NS3 ACIE – Alpine Cluster Innovation Express
NS4 TACT – Transformative Activities Cluster Toolbox
NS5 TAET – Transformative Activities Evaluation Toolbox
Based on the project developments and deliverables validated by the project
consortia at the PSG4 in Milan (02/2018) the participating regions were asked to
identify at least 10 pilot clusters for pilot testing the five new services.
Page 5 of 46
S3-4AlpClusters is cofinanced by the
European Regional Development Fund through the Interreg Alpine Space programme
A Pilot Cluster conducts testing of one of the new services of the S3-Innovation
Model. It is important to mention that the pilot clusters not simply test a single
service but much more one step within the whole complex process of the S3-
Innovation Model.
Finally, pilot tests were executed by round 30 pilot clusters. 14 pilot actions
delivered valuable input to the training tools.
The Training Tool Kit provides guidance on how to implement the process and the
instruments in a region. To support the implementation of the individual process
steps, specific instruments and services are developed.
Pilot Actions & Pilot Clusters – overview table
NS1
S3-Syn.
Diamond
NS2
ADW /
cADW
NS3
ACIE
NS4
TACT
NS5
TAET
FEMTO
Franche Comté
S3-Syn.
Diamondn.a.
Present the synergy diamonds and the way it could be used
(with regional partners)
Test ex-post on a S3 project construction
CABW
Baden WürttembergADW
Smart production, materials for energy efficient
production and industrial design
1. Wood Cluster
2. Cluster Manufacturing
3. ICT / Multimedia Cluster
ADWTA: new materials & energy: combination of waste
management & new materials in different sectors
x TACT: Networking Event
ADW
TA: Management of fragile and chronic patients in
disadvantages area of Lombardy using an
integrated and innovative approach
x TACT: Networking Event
BayFor
Bavaria
GODP
Slovenia
BIZ-UP
Upper Austria
FEMTO
Franche Comté
BIZ-UP
Upper Austria
1. Food Cluster
2. Mechatronic Cluster
3. FFoQSI - competence center?
Veneto Region -
Veneto Innovazione
1. RIBES - Smart Agrifood
2. IMPROVENET - Smart Manufacturing
3. ICT for Smart and Sustainable Living
HEIA-FR
Espace MittellandADW Protein-based barrier film packaging
1. Cluster Food and Nutrition + member company
2. Swiss Plastics Cluster + member company
HIT
Trentox
IP mapping: Green-environmental cluster, Material
for 3D Printing, Additive Manufacturing
Intellectual Property Mapping
1. Polo Meccatronica
2. ProgettoManifattura
3. Habitech
Poly4EMI
Slovenia
ITG Salzburg
ITG Salzburg ADWADW on TAs in combination of Construction &
Energy
1. Bauen und Energie Cluster (construction & energy)
ADW part 1: 4 participants + 1 external consultant > road map
ADW part 2: prioritization of 4 main topics
ADW part 3: presentation of road map to large stakeholder
group
ITG Salzburg ADW Life Sciences Life Sciences
Veneto Region -
Veneto Innovazionex Think Tank of Innovation
1. Sinfonet - Smart Manufacturing
2. Veneto Green Cluster
Name of pilot clusters
x
cADW
cADW
New Services to be tested during WPT3
Proplast
Piedmont
Cluster SCC,
Lombardy Region
Project Partners
Region
selected
TA (info transformative activity)
TACT (info on cluster service)
1. Clever (Cleantech & Energy Innovation Cluster)
2. BiopMed (Life Science and Health Innovation Cluster)
3. Proplast (New Materials innovation Cluster)
cADW on circular economy & lightweight: design,
production and recycling of fibre composites
cADW on TA 'Smart Food Ecosystem > safety,
quality and food traceability along the food value
chain'
TAET - ToolboxTAET – Development of the Transformative Activities Evaluation
Tool
Bavaria:
1. Cluster Environment (partner in MOVECO)
2. Cluster MAI Carbon
Slovenia:
1. Smart Buildings and Homes, including Wood Chain;
2. Networks for the Transition into Circular Economy
3. Factories of the Future
4. Materials as End Products
Upper Austria:
1. CTC - Cleanttech Cluster
2. TCKT - Transfer Center for plastics engineering & technology
3. Wood K Plus - Wood competence center
1. SCC (smart Cities&Communities) Cluster
2. TAV Lombardy Cluster (technologies for living environments)
3. Lombardy Life Sciences Cluster (t.b.c.)
Page 6 of 46
S3-4AlpClusters is cofinanced by the
European Regional Development Fund through the Interreg Alpine Space programme
The character and methodology applied differ among the 14 pilots because of the
different nature of NS1 – NS5, the various TA which were identified to be focused
on in the pilot actions and of course due to the different regional structures.
Brief Rationale
• The S3-Innovation Model was developed as a systematic process to identify and
develop Transformative Activities (TA) to serve regional development.
• Transformative Activities are a collection of innovation capacities and actions
of a group of actors derived from an innovative combination of existing
structures, targeting related areas and having the potential to significantly
transform existing industries.
• The results of the project have been framed into the S3-Innovation Model with
different specific services which have been tested in pilot clusters across
the Alpine Space.
• The Cluster Action Plan (CAP) describes the process and tools necessary to put
the S3-Innovation Model into practice with clusters playing an active role.
The five different action lines of the CAP are intended to turn regional
Transformative Activities into new industries.
Action Line 1: Provide a Base of Evidence
Action Line 2: Identify Transformative Activities
Action Line 3: Define Actions to develop TA
Action Line 4: Support Implementation of TA
Action Line 5: Evaluation and Monitoring
• The New Services (NS) – 1 to 5 - were developed to support the implementation
of the a.m. action lines of the CAP. These 5 New Services have been tested in
pilot clusters on regional and/or cross-regional level.
CAP NS tested
ACTION LINE 1: Provide a Base of
Evidence
NS1: S3-Synergy Diamond
ACTION LINE 2: Identify Transformative
Activities
EDW (no new service and already tested
by each project region)
ACTION LINE 3: Define Actions to
develop TA
NS2: Action Development Workshop (ADW /
cADW)
NS3: Alpine Space Cluster Innovation
Express (ACIE)
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S3-4AlpClusters is cofinanced by the
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ACTION LINE 4: Support Implementation
of TA
NS4: Transformative Activity Cluster
Toolbox (TACT)
ACTION LINE 5: Evaluation and
Monitoring
NS5: Transformative Activity Evaluation
Toolbox (TAET)
Five New Services (NS1-NS5) – Description
1. NS1: S3-Synergy Diamond
The S3-Synergy Diamond is an innovative methodology representing existing
capacities in a way that facilitates the identification of Transformative
Activities and captures opportunities for need-based interregional cooperation.
It intends to structure discussions around potential regional Transformative
Activities. As a first step, regions have to focus on four or max. five priority
areas (regional strengths) which might be source for such Transformative
Activities. The identification of regional strengths shall be based on
dedicated (statistical) evidence (based on additional qualitative and
quantitative analyses). The S3-Synergy Diamond can be applied on regional, but
also cross-regional level in case several regions intend to develop
Transformative Activities across regions. It provides a setting for evidence-
based inputs and common discussions on transformative actions and areas of
specialisation in the regional and cross-regional context.
It also presents a tool for redirecting attention to the actions that are led
and motivated by entrepreneurs.
Training Tool: S3-Synergy Diamond
A dedicated training tool is available online. It summarizes the S3-Synergy
Diamond methodology and gives valuable information on how to apply in practice.
2. NS2: Action Development Workshop (ADW / cADW)
The Action Development Workshop (ADW) is needed to define concrete actions for
further development of Transformative Activities and aiming at gaining critical
mass. Such activities normally follow-up the findings of a S3-Synergy Diamond
and / or the EDW – Entrepreneurial Discovery Workshop. Such actions should
target the regional but also national / international level (e. g. national or
international branding to present potential competitive advantage of a region
in a dedicated Transformative Activity) and consider upcoming technology and
market trends. An ADW can be implemented on regional, but also on cross-
regional (cADW) level.
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S3-4AlpClusters is cofinanced by the
European Regional Development Fund through the Interreg Alpine Space programme
The cross-regional Action Development Workshop (cADW) place emphasis on
developing cross-regional actions to create critical mass for further
developing Transformative Activities requiring access to extra-regional
capacities.
The character and methodology of an ADW / cADW applied might significantly
differ among the pilots and significantly depends on the regional demand.
Mandatory input are the Transformative Activities identified previously. The
ADW and cADW lead to a common development of a roadmap or an action plan.
Typically, such actions consider areas, like innovation and R&D, skill
development, regulative framework conditions, entrepreneurial support,
branding / internationalisation etc.
Training Tool: Action Development Workshop
A dedicated training tool is available online. It provides guidance on how to
implement the development of Transformative Activities in regional and cross-
regional Action Development Workshops.
3. NS3: Alpine Cluster Innovation Express (ACIE)
The S3-Innovation Model specifically supports cross-regional action development
with a proposal for an Alpine Cluster Innovation Express (ACIE).
The Alpine Cluster Innovation Express (ACIE) proposes a synchronization of
regional RDI calls into a cross-regional funding scheme to support the cross-
regional development of similar Transformative Activities via cluster
initiatives.
ACIE significantly improves framework conditions for cross-regional innovation:
Focus is placed on cross-border learning, competence development and innovation
creation. It allows for bundling of complementary regional competences. Thus,
by creating a critical mass, Transformative Activities across regions can be
developed faster and more efficiently than if each region were acting
separately.
Training Tool: Synchronized Funding Scheme - ACIE
A dedicated training tool is available online for regions and actors interested
synchronizing existing regional programmes. To illustrate the generic approach
of a Synchronized Scheme, a draft ACIE Call is available as well.
4. NS4: TA Cluster Toolbox (TACT)
While most cluster services known are mainly intended to support
competitiveness and innovation capacity of companies, specifically cluster
Page 9 of 46
S3-4AlpClusters is cofinanced by the
European Regional Development Fund through the Interreg Alpine Space programme
members, there is a need for cluster services intended to better address
Transformative Activities on regional level.
The TACT is a collection of cluster services which mainly aim at supporting
competitiveness and innovation capacities of cluster members through better
addressing Transformative Activities on regional level. It is made available
as a transversal support for different kinds of potential implementation
actions and contains:
• 23 best practices selected as a sub set of the 76 services collected in the
frame of cluster service survey.
The survey targeted 33 cluster initiatives of 11 regions from the Alpine
Space. The best practices were chosen on the basis of their completeness,
soundness and uniqueness. They target a variety of fields such as education,
innovation and technology, growth, collaboration and research and
networking. Please see Good Practice Report (deliverable WPT2).
Among all the best practices identified and already running in the Cluster
Organizations it is worth noting the following:
•“Mini-Master training” which aim to support a long-term collaboration between SMEs and large firms.
•“Academy: seminars and training units” that support cluster members in the updating of all current technological and industry-related changes.
Education Best Practise
•“Support in accessing public R&D and innovation calls, grants, tenders (regional, national, EU)” with the goal of increasing the competitiveness of the regional industries (at least three industrial participants).
•“Health Hackathon” which is fostering the cross-cluster collaboration
Innovation Best Practise
•“Innovation Days” that present companies competences & foster the collaboration among cluster participants and OEMs.
•“Cross-Cluster Collaboration” requires competences coming from both clusters & make use of an online tool mapping the technological competences of relevant stakeholders & triggering of further collaboration.
Collaboration Best Practise
•“Technology scouting events” that brings together best professionals, companies and start-ups for the identification of trending technologies.
•“Tech Exhibition” that focus on the identification of innovation roadmap through the hosting of B2B meetings, technical seminars and conferences.
Networking Best Practice
•“Business strategies support” which objective is to stabilize and increase the SMEs businesses and redirect their activities according to future market requirements, thus raising their competitiveness.
Growth Best Practise
Page 10 of 46
S3-4AlpClusters is cofinanced by the
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• 14 new cluster services out of 27 designed through 10 regional cluster
workshops proved to be suitable for pilot testing. The main outputs of these
cluster workshops are new cluster services to support the Transformative
Activities for enabling the continuous transformation of the cluster
participating actors and to promote the regions’ structural change. Please
see Cluster Workshop Report (deliverable WPT2).
Training Tool: Transformative Activities – Cluster Toolbox
A dedicated training tool is available online and provides guidance on how to
use the TA Cluster Toolbox.
5. NS5: TA Evaluation Toolbox (TAET)
In its final action line, the S3-Innovation Model includes a methodology
contributing to the evaluation and monitoring of the whole process.
The Transformative Activity Evaluation Toolbox (TAET), specifically addresses
the roles and contributions of cluster initiatives in the different action
lines of the S3-Innovation Model.
It provides a general framework that supports a formative evaluation during
the implementation of the S3-Innovation Model and facilitates necessary
adaptations and learning throughout the process.
In general, the evaluation contributes to a process of mutual learning and
knowledge exchange at the relevant actor levels. On the basis of the evaluation
results, the performance, effectiveness and sustainability of the
implementation of the S3-Innovation Model shall be measured and corrective
improved.
Training Tool: TA Evaluation Toolbox
A dedicated training tool is available online that provides a methodological
approach for the assessment of the interplay between S3 and clusters in the
implementation of the S3-Innovaton Model.
Five New Services (NS1 - NS5) – Pilot Experiences
The S3-Innovation Model comprises a systematic process, implementation services
and tools, which help regions to identify and further develop real Transformative
Activities most likely to turn into emerging industries. This new way to implement
S3 together with clusters and the related services have been tested in the pilot
phase of the project.
Page 11 of 46
S3-4AlpClusters is cofinanced by the
European Regional Development Fund through the Interreg Alpine Space programme
30 pilot clusters were involved in pilot testing the new services NS1-NS5. In
total 14 pilot activities were performed, presented and validated. The S3-Synergy
Diamond, Action Development Workshops (ADW/cADW) as well as the bunch of cluster
services summarized in the Transformative Activities Cluster Toolbox (TACT) have
proven as valuable support in the implementation S3 focusing on Transformative
Activities. The concept for the Alpine Cluster Innovation Express (ACIE), a
synchronized funding scheme that supports cross-regional actions, has been
designed as well as the Transformative Activities Evaluation Toolbox for
monitoring the implementation of the S3-Innovation Model with Cluster Initiatives.
The following reports on the executed pilot activities and shows the diverse forms
of application and shapes as well as methodologies which validates the services
as applicable for a variety of Transformative Activities and to be adaptable to
regions specific needs.
1. NS1: S3-Synergy Diamond Pilot
The S3-Synergy Diamond can serve as mandatory input for the Entrepreneurial
Development Workshop (EDW). Since it is very important to focus on the wright
scope within an EDW the S3-Synergy Diamond pilot aimed at refining the framework
for the base of evidence.
Within the lifetime of the S3-4AlpClusters project, S3-Synergy Diamonds have
been used for the identification of regional and cross-regional transformative
activities in all participating regions.
S3-Synergy Diamond was further tested in the project region Franche-Comté (FR).
1.1. S3-Synergy Diamond experience: Franche-Comté
Though Franche-Comté is a small territory, there is a high development
potential that can be empowered through S3. However, as in many other
territories, a first difficulty is to make actors be aware of the S3
concepts and to trigger then the emergence of synergic connexions between
these local actors, toward an innovation product intended to address a new
worldwide emerging market.
Synergy diamonds consist in a tool designed to inform and to increase
awareness of the Smart Specialisation Strategy opportunities within a given
economical ecosystem.
Rationale of piloting:
- First of all, the concept of S3 needed to be further strengthened in the
region: the knowledge of the concept was indeed rather low (but it might
be the case also in other regions, thus it might be a rather general
issue); however, the S3 potential is present, as there is a strong
connexion between education, research and industry, which could be
Page 12 of 46
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easily strengthened if all the S3 actors could have a better awareness
and understanding of the S3 concepts and the motivations.
- Secondly, it is important for FEMTO-ST to emphasize ongoing projects,
through the communication and dissemination of their successes, as well
as the experienced difficulties which could be lowered in the future.
- In the more specific frame of the S3-4AlpClusters project, one also had
to notice that the S3-Synergy Diamond has been used to identify an ‘a
priori’ construction for innovative S3 approaches. FEMTO-ST’s opinion
is however that such a construction could (or should) strongly benefit
also from a ‘posteriori’ experience to be provided by the analysis of
already ongoing S3-projects in the regions.
Actors involved:
SMEs/local S3 project partners, Regional Council and regional agencies, one
academic player and an academic research institute that plays the role of
a kind of micro-cluster
Methodology:
- Presentation of the S3-Innovation Model and collecting feedback from S3
project partners
- Presentation in detail the S3-Synergy Diamond and the way it could be
used with partners
- Test ex-post the S3-Synergy Diamond on a S3 project construction
Aim:
Take the opportunity to present to the regional partners the results of S3-
4AlpClusters, in order to collect any eventual feedback.
Share knowledge on S3 and the use of S3-Synery Diamond. Continue testing
the S3-4AlpClusters tools, since some S3 priorities in the region were not
totally and fully completed though there is a potential.
Success factors & pitfalls:
- Involved networked partners (SMEs, Lab.)
- Difficulty to involve other players
- Positive feedback about synergy diamonds, but lack of information
- Need for S3 teaching / concept presentation
- Extra-issue: intellectual property management in the S3 construction
process
- Critical administrative issues (too heavy)
2. NS2: ADW/cADW (Action Development Workshop) Pilots
Testing ADWs and cADWs for working out concrete actions (action plans/road
maps) necessary to further develop the identified TA.
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ADW/cADW were piloted by project partners from Baden-Württemberg (DE), Bavaria
(DE), Franche-Comté (FR), Espace Mittelland (CH), Lombardy (IT), Piedmont (IT),
Salzburg (AT), Slovenia, Upper Austria (AT) and Veneto Region (IT).
2.1. cADW: Bavaria, Franche Comté, Slovenia, Upper Austria
Focused TA: 'Circular economy & lightweight materials > design, production
& recycling of fibre composites'
Based on the S3-Synergy Diamond targeting the EUSALP challenge of economic
globalization (Strategic Alpine Space Areas for Cross-regional Cooperation)
and the list of Transformative Activities compiled from the EDW series in
the project (3.4 Lightweight materials/Bavaria, 17.2 Lightweight
technology/Upper Austria, 18.1 Circular-Economy (materials circle)/Upper
Austria, 11.15 Second materials technology/Slovenia, 11.16 Bio-base
composites/Slovenia) a potential was identified for cross-regional
cooperation in the priority areas of manufacturing and new materials.
Furthermore, a telephone conference was needed to discuss crucial topics
and future challenges at the crossroads of circular economy and lightweight
materials and finally the focus was unmistakeably defined.
Rationale of piloting a cADW:
In terms of the S3-Innovation Model, cross-regional cooperation has to be
strengthened in all S3 of the Alpine Space – this was also demonstrated by
the StressTest results. The regions piloting this cADW have had no
significant alignment with S3 of other regions, although they are aware on
the benefit of joint efforts across regional borders.
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Actors involved:
Innovation stakeholders from different technology fields, e.g. production,
automation, recycling, packaging, mobility and constructions, relevant for
the identified TA were well presented. It was a mix of experts in
environmental and clean technologies, plastics engineering, wood value
chain, carbon composites, smart buildings and home, transition to circular
economy, lightweight and new materials, advanced manufacturing as well as
representatives from the governmental level and the chamber of commerce and
industry.
Methodology:
For preparation of the cADW we relied to previous project results, in fact
to the compilation of the identified TA, to the Cluster Action Plan and
description of the ADW/cADW. The participating regions established in
advance to the cADW a 1-pager on 'Circular economy & lightweight materials
> design, production & recycling of fibre composites' that gave an overview
on the
- involved clusters,
- current activities/initiatives/projects,
- specific know-how/new developments,
- specific problems,
- further stakeholder institutions/organisations
TA and details of workshop setting were discussed in several conference
calls. A detailed communication of the methodology to all participants and
especially to the project–external experts was necessary for their
preparation.
The workshop setting was developed by project partner Business Upper
Austria. Moderation was done by Christoph Reiss-Schmidt/Business Upper
Austria who has strong experience in conducting result oriented and
interactive workshops.
The first part was dedicated to presentations and knowledge sharing in
order to get familiar on competences and challenges in the different
regions. The second part was dedicated to elaborate in 4 rounds the intended
result, an action plan.
Round 1: Identification of challenges & competences
Round 2: Matching challenges & solution > prioritization
Round 3: Action development phase
Round 4: Draft of action plan including next steps
Participants were asked at each working round to note their
contribution/ideas on the post-its and stick them onto the prepared brown-
papers. The inputs were discussed after each round before going ahead. The
group was on the move, a fruitful working atmosphere and ease of interaction
was created.
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Aim:
➢ Cross-regional approach to solve the problem of including fibre
composites waste in the circular economy
➢ Actions towards the profitable recycling of fibre composites
➢ Develop an action plan with concrete next steps
➢ Initiate cross-regional cooperation of relevant clusters and
stakeholders in a specific TA
Results: Action Plan
For 3 of the identified challenges the group agreed on 4 actions, next
steps, the responsible and cooperating actors as well as on a rough
deadline.
Success factors & pitfalls:
➢ Definition/selection of TA, creation of common understanding of the cADW
objective amongst organizers and communication of clearly defined TA and
cADW objective to external experts in advance
➢ Date of workshop: especially in case of cross-regional meetings it’s
hard to find a date where all needed experts are available. But no cADW
without thematic experts!
➢ Participants: Identification & choice & motivation of experts; If the
defined TA is of interest and the cADW objective is clearly communicated
than suitable experts can be successfully motivated to participate.
➢ If the chosen experts from different regions do not match because of
different know-how, interest & needs then the cADW objective can’t be
reached, the experts don’t generate any benefit from their participation
and won’t do it once more.
➢ Moderator & workshop setting: an experienced moderator shall guide the
group; an external moderator has to be briefed in detail on the
expectations and objective of the cADW;
➢ [Bavaria] Most plans and initiatives fail, when there is no dedicated
budget available for the planned activities. PP BayFOR recommends to
include the search for public funding - from regional to national and
European funding programs - not only as a part of the cADW-process, but
as a part of the cADW-preparation phase as well.
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2.2. cADW: Upper Austria, Veneto Region
Focused TA: ‘Smart Food Ecosystem > Safety, quality and food traceability
along the food value chain’
Based on the S3-Synergy Diamond targeting the EUSALP challenges of
demographic change and climate change/energy (Strategic Alpine Space Areas
for Cross-regional Cooperation), the list of Transformative Activities
compiled from the EDW series in the project (4.10 Smart Nutrition/Upper
Austria, 7.2 New products and productive methodologies
(Agrofood/Environment)/Veneto, 6.4 Predictive maintenance, 16.2 Products &
production systems of the future, e.g. robotics for agriculture/Upper
Austria, 19.4 Digitization of food production/Upper Austria, 19.5. Building
R&D capacities and awareness of regional quality at companies in the food
sector/Upper Austria) as well as several telephone discussions the regions
agreed to target crucial topics and future challenges at the crossroads of
ICT/Manufacturing and Agrofood/Smart Food. Finally the focus on safety,
quality and traceability along the food value chain towards a smart food
ecosystem was defined.
Rationale of piloting a cADW:
This new service of the S3-Innovation Model matches the request of networks
and clusters of Veneto Region regarding the international cooperation with
other regions. The cross-regional approach should give the companies the
opportunity to create strong alliances in clusters and networks to better
face all challenges of new and old markets.
Further the stress test result showed up that there is a need for a
systematic approach for cross-regional cooperation in the priority fields
of S3.
Actors involved:
Innovation stakeholders and thematic experts representing the food cluster,
mechatronics cluster, the network for health ecosystem and smart nutrition,
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the network ICT for smart manufacturing processes and representatives from
the governmental level as well as from regional business and innovation
agencies.
Methodology:
For preparation of the cADW we relied to previous project results, in fact
to the compilation of the identified TA, to the Cluster Action Plan and the
description of the ADW/cADW.
The participating regions established in advance to the cADW a 3-pager on
'Smart food ecosystem > safety, quality and food traceability along the
food value chain' that gave an overview on the
- involved clusters
- current activities/initiatives/projects
- specific know-how/new developments
- specific problems
- further stakeholder institutions/organisations
Several conference calls were needed to adjust on date, TA and details of
workshop setting as well as an intensive e-mail conversation. It was
important to communicate the methodology in detail to all participants and
especially on regional level to the experts for their preparation.
The first part was dedicated to presentations and knowledge sharing in
order to get familiar on competences and challenges in the different
regions. The second part was dedicated to elaborate in 4 rounds the intended
result, an action plan.
Round 1: Identification of challenges & competences
Round 2: Matching challenges & solution > prioritization
Round 3: Action development phase
Round 4: Draft of action plan including next steps
Participants were asked at each working round to note their
contribution/ideas on the post-its and stick them onto the prepared brown-
papers. The inputs were discussed after each round before going ahead. The
group was on the move, a fruitful working atmosphere and ease of interaction
was created.
Aim:
➢ Offer opportunity to share information and solutions to similar issues
➢ Common actions with focus on safety, quality and traceability along the
food value chain towards a smart food ecosystem
➢ Develop an action plan with concrete next steps
➢ Initiate cross-regional cooperation of relevant clusters and
stakeholders in a specific TA
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Result:
Identification of several common challenges for transformation towards a
smart food ecosystem. For 3 of those challenges the group agreed on related
actions, next steps including rough timeframe as well as the responsible
and cooperating actors.
Success factors and pitfalls:
➢ Definition/selection of TA, creation of common understanding of the cADW
objective amongst organizers and communication of clearly defined TA and
cADW objective to external experts in advance
➢ Date of workshop: especially in case of cross-regional meetings it’s
hard to find a date where all needed experts are available. But no cADW
without thematic experts!
➢ Participants: Identification & choice & motivation of experts; If the
defined TA is of interest and the cADW objective is clearly communicated
than suitable experts can be successfully motivated to participate.
➢ If the chosen experts from different regions do not match because of
different know-how, interest & needs then the cADW objective can’t be
reached, the experts don’t generate any benefit from their participation
and won’t do it once more.
➢ Moderator & workshop setting: an experienced moderator shall guide the
group; an external moderator has to be briefed in detail on the
expectations and objective of the cADW;
2.3. ADW: Fribourg / CH
Focused TA ‘Bio-based inputs for the plastics industry’
The TA shall draw on and build up related innovation capacities necessary
to develop bio-based inputs for the plastics industry. It was identified
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in an EDW that was previously conducted in Fribourg with regional cluster
initiatives (Swiss Plastics Cluster, Cluster Food and Nutrition, Building
Innovation Cluster), research institutions (such as the Plastics Innovation
Competence Center of the School of Engineering and Architecture),
enterprises and policymakers using the S3-synergy diamond addressing EUSALP
challenges climate and energy (Strategic Alpine Space Areas for Cross-
regional Cooperation).
Rationale of piloting an ADW:
Subsequent the ADW was organised to work with key actors on concrete actions
to further develop the TA.
Actors involved:
Representatives of the relevant clusters, namely ‘Food and Nutrition’,
Swiss Plastics Cluster and Innosquare participated, industrial partners as
well as competence centers for plastics and food & beverage.
Methodology:
Key actors presented their ideas on TA for a bio-based economy in Fribourg,
funding schemes and project set-up mechanism. Following intervention logic
for a transversal project between the cluster food & nutrition, the Swiss
plastics cluster, the plastics innovation competence center and industrial
partners.
Aim:
An action plan towards collaborative R&D projects, networking activities
and development of critical skills between the clusters, research
institutions and regional and extra-regional enterprises.
Result:
A collaborative project will be mounted including clusters, competence
centers, regional and extra-regional SME and enterprises. For the need of
extra regional cooperation a new regional funding scheme will be introduced.
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2.4. ADW: Salzburg / AT (a)
Focused TA ‘Create an unmistakeably distinctive profile for the region of
Salzburg as a Life Science Hub’
Based on the result of a previous EDW, the Life Science Strategy Austria,
the Science an Innovation Strategy Salzburg 2025 (WISS 2025) the
collaboration between science and research, private companies, education,
politics and public administration shall improve the visibility and create
an unmistakeably distinctive profile for the region of Salzburg as a Life
Science Hub / strengthening the eco-system of Salzburg in the life sciences
sector.
Rationale of piloting an ADW:
The ADW helped to define concrete actions / a roadmap for further
development of the identified TA.
Actors involved:
Relevant key actors, e.g. enterprises and cluster managers
Methodology:
Relevant stakeholders for the respective TA were invited to ADW. Important
was the evaluation of the business requirements in this topic. The workshop
was moderated by an external moderator (Austin | BFP) who was briefed in
detailed in advance. Interactive workshop methodology was used e.g. open
discussion, brainstorming within working groups / teams, slides were used
to guide through ADW and highlight most important points for the development
of the road map | action plan.
Aim:
Development of a road map including process, activities, involvement of
stakeholders and their roles.
Result:
An action plan - pool of ideas – and a road map was developed and
responsibilities assigned to participants.
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Success factors and pitfalls:
➢ A limited group of experts should be involved
➢ A moderator is very important
➢ Common picture of actors involved -> understanding of where the “journey”
should lead
➢ Interactive workshop setting
2.5. ADW: Salzburg / AT (b)
Focused TA ‘Smart and soft improvement and innovation in the field of
construction / building and energy’
The two thematic fields – smart buildings / construction and smart energy
– were combined in an EDW at a prior stage of the S3-4AlpClusters project.
Rationale of piloting an ADW:
Based on the results identified in the a.m. EDW (more collaboration between
these thematic fields; common topics e.g. smart settlement etc.) an ADW for
these thematic fields has been organised.
Actors involved:
Key actors from Salzburg University of applied sciences (Fachhochschule
Salzburg), research institution (ispace), cluster manager (ITG) and
Salzburg Institute for regional planning and housing (SIR) were involved.
Methodology:
Based on the S3 of Salzburg (WISS2025) and results of the prior EDW (incl.
synergy diamond) the ADW was prepared together with an external moderator,
but moderated by the organiser. The relevant stakeholders for above
mentioned topic were invited to the ADW. All participants were already
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involved in the EDW conducted in a prior project phase. Interactive Workshop
methodology was used like open discussion and brainstorming within working
groups. Important points for the development of the road map | action plan
were: process, activities, involvement of stakeholders, roles, funding
schemes, collaboration within “research association”, strategy paper,
identification of 2 – 4 key topics for future research themes (based on
EDW), assignment of patronage for identified topic, discussion of next
steps and tasks till end of 2018 and 2019.
Aim:
Definition of concrete actions / a roadmap for further development of the
identified Transformative Activities.
Result:
4 thematic topics for future collaboration research were identified and
patronage assigned. First draft of road map for 2018 and 2019 developed.
Success factors:
➢ A limited group of experts should be involved
➢ A (external) moderator is very important
➢ Involvement of regional eco-system (business, education, research,
governance)
➢ Perform translation work as intermediary
➢ Common picture (where the “journey” should lead to)
➢ Interlinking of regional needs and proposals
➢ Interactive workshop
2.6. ADW: Piedmont / IT
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Focused TA ‘Combination waste management & new materials in different
sectors’
Piedmont identified this TA based on the list of Transformative Activities
from the EDWs synopsis.
Rationale of piloting a cADW:
Combining two linked thematic – waste management and new materials – in
different sectors of application. Matching the problems in the one cluster
with competences in another in order to define actions to further develop
TA for optimization of plastics recycling and waste management of medical
plastics in the Piedmont region.
Actors involved:
Participants are involved in the regional research and innovation system
and represented the regional clusters. The medical and pharmaceutical
industrial sector, a group of waste management companies and industries of
the new materials sector were well presented.
Methodology:
All participants were informed on the objective of the ADW and agenda in
advance. To introduce the ADW several slides describing the goal of the
project, the S3-Synergy Diamond, the outcome of the EDW organized few months
before and the new S3-Innovation Model. The workshop continued discussing
with the participants the activities and common issues related to the TA
in their respective sector of application and how to proceed in the
organization of the next event.
Aim:
Discussion of concrete actions amongst clusters to develop future
Transformative Activities in order to satisfy the SMEs members and, at the
same time, the regional demand in the fields of new materials and circular
economy. The combination of new materials and circular economy linked to
different fields of application (3 different clusters) should furthermore
aim to gain critical mass.
Result:
On one hand the optimization of plastics recycling and plastics waste
management are an economical problem to be solved and especially the waste
management of medical plastics because it is difficult to select and
separate and the European regulation was changed recently. On the other
side there are several members of another cluster with expertise in waste
management who can offer support and propose solutions to the others cluster
members.
It was decided to organise a Networking Event (workshop/seminar) to address
these problems, to connect different stakeholders including the responsible
of the S3 implementation in the region in order to match problems and
solutions.
In order to gain additional information on these topics from Cluster
members, it was further decided to organize a survey on cluster member’s
needs, competences and interest in cooperation.
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Success factors and pitfalls:
➢ Active engagement of the actors in achieving the aim of the workshop
➢ Definition of activities to be performed in near future (time and
methodology)
Pitfall:
➢ Although companies have strong interest in the improvement of waste
management improvement, they barely invest in medium - long term
activities to innovate and change current situation
2.7. ADW: Lombardy / IT
Focused TA ‘Management of fragile and chronic patients in disadvantaged
areas of Lombardy’
Based on the conclusions drawn from the EDW held in Lombardy region in
2017, which identified interesting intersections between health sectors,
ICT and smart cities (Synergy Diamond) and with reference to the new
regional models of management of chronic patients, the pilot action intended
to create an environment in which all the actors in a shared way can
understand the model and make it concrete. The Cluster is a facilitator
supporting the collection, sharing, evaluation and prioritization of
vision, ideas and skills.
Rationale of piloting a cADW:
The management of these kind of patients, specifically living in the
mountain areas of the Lombardy region becomes relevant for at least two
reasons: Support the population that faces daily difficulties in managing
these people, reconciling daily life with family care efforts and secondly
to create the conditions for a new population to reach the mountain
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territory, re-launching its development, having the certainty of a good
level of services;
Being able to offer services in these areas allows us to cope with more
complex needs.
The Transformative Activities are therefore born from these precise inputs
in a context of strong presence of technological companies that can
cooperate with health professionals in order to find solutions to the
proposed theme.
Actors involved:
The regional actors in the production chain of health policies and new
technologies have been involved and this has allowed to adequately represent
the proposed Transformative Activities. The group was made up of health
providers and (cluster)-managers, technology sector/ICT companies, health
and social care sector company, research center / universities, public
authorities and institutions.
Methodology:
➢ Preparation: internal research and analysis on the problematic
➢ Exploring round table: An exploration meeting to extract and sharing
knowledge and needs about the problem and the target (personas)
➢ Analyses of results and preparation of ‘detection round table’
➢ Detection round table: A focusing meeting to collect and confirm the
requirements (processes, technology, partnerships, law...) and the
organisation of specific needs (User Stories)
➢ Implementation (intercluster): last table of validation of development
steps and possibly business matching between operators / actors present
on the tables.
Aim:
Aim of this pilot is to experiment a new and useful environment in which
all the stakeholders could share a common vision and gather information on
the needs of a new technological service.
Result:
At the end of the two tables we obtained information useful to:
➢ Obtain the commitment of all the participants to the meetings
➢ Collect the many "points of view" about the problem
➢ Complete knowledge of the “Product Backlog" to achieve the vision about
the Value for the Target (Personas)
➢ Define the «User stories» that describe the vision and indicates the
implementation steps
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It would be advisable to complete the pilot action with organisation of at
least one other table – the implementation table - to define together the
operational steps in terms of macro activities to be carried out, rules and
shared roles (elementary items, priorities, tools)
Success factors and pitfalls:
➢ The applied methodology is useful when both the problem and the solution
are uncertain and can help to define a "common vision", to identify the
service target ("personas") and its needs, to address services and to
identify "small steps". Through these "small steps" the vision can become
progressively more defined and certain, dynamically aligned with the
evolution of the environment and specific needs. (eg: product backlog
and prioritization)
➢ Limit the risk and expense of a traditional approach in order to obtain
stakeholder satisfaction even in an uncertain and changing environment,
allowing self-regulation to progress
➢ Number of participants: The coexistence of all the stakeholders could
be potentially chaotic at the time of sharing on the round table. The
suggestion is to limit the number of participants to 9 people, possibly
organize more than two tables.
➢ The initial and intermediate phases (preparation and analysis) are
fundamental for obtaining needed information from the stakeholder und
defining next steps.
2.8. ADW: Baden-Württemberg / Region of Black Forest
Focused TA ‘smart production, materials for energy efficient production and
industrial design’
The TA was identified by applying the S3-Synergy Diamond during a previously
carried out EDW in Baden-Württemberg.
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Rationale of piloting an ADW:
Consequent to the EDW the next step was to discuss during the ADW how to
best support the development of the identified TA.
Actors involved:
All experts represented at least one priority area /strong industry in the
region of Black Forest (wood-, manufacturing-, ICT & multimedia-clusters,
chamber of commerce, cluster agency and regional development agency). Thus
the S3-Synergy Diamond was properly represented. Ministry participated as
passive members.
Methodology:
First round: EDW with S3 Synergy Diamond to identify TA. The EDW strictly
followed as previously implemented in S3-4AlpCluster Project.
Second round: ADW to identify a common action plan how to further develop
the identified TA in the future. Additional tools have been applied,
especially the Inno-Trend-Radar during the ADW.
Aim:
Define a common action plan for further development of respective TA.
Result:
Actions were identified on regional, national and European level.
The ADW is finished and completed. Now it is up to the region to develop
the TA further.
Success factors and pitfalls:
The strict application of the approach of the EDW, the S3-Synergy Diamond
and the focus on actions to be implemented on all levels was key of success.
Looking for funding did not play an important role since this will follow
once the action plan is being implemented.
3. NS3: ACIE (Alpine Cluster Innovation Express) Pilot
As previously mentioned cADW pilots shall focus as well on the possibility to
implement the actions (developed in the cADW) by the means of the ACIE. Therefor
it is necessary to work towards a first synchronised call in parallel. When
further developing the ACIE it is important to consider that the design of the
related support schemes shall match with the actions to be implemented.
Due to the limited duration of the S3-4AlpClusters project a submission of a
project based on the results of the cADW might be after the end of the S3-
4AlpClusters project.
ADW and c-ADW pilots have shown that there is a need for cross-regional
cooperation either to gain extra regional know-how and/or critical mass.
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Further the pilots have proven that there are many topics for bi- or trilateral
calls.
Therefore, project partner regions Baden-Württemberg (DE), Bavaria (DE), Espace
Mittelland (CH) and Slovenia continued the conceptual work on the ACIE.
3.1. ACIE – Proposal
The Alpine Cluster Innovation Express (ACIE) is a proposal for a synchronized
funding scheme to facilitate cross-regional cooperation and development of
Transformative Activities. This would allow alpine regions to tap into
external capacities and bundle regional competences to generate the
necessary critical mass for Transformative Activities across the Alpine
Space. The full proposal, as well as a draft ACIE Call are available online.
In a nutshell, ACIE is a common funding scheme approach implemented by
several regions aiming to support the development of the same Transformative
Activities. Facilitating collaboration across-regions helps to gain critical
mass to develop Transformative Activities by demand-driven collaboration
across regions. Focus is placed on cross-border learning, competence
development and innovation creation. Bundling different competencies from
cluster actors from participating regions provides good framework conditions
for cross-regional innovations. To allow for need-based collaboration and
focus on Transformative Activities addressing common opportunities related
to major challenges for the alpine macro-region, as outlined in the EU
Strategy for the Alpine Region (EUSALP), the ACIE proposal addresses
Transformative Activities identified based on the specific S3-Synergy
Diamonds.
ACIE calls are funded by already existing regional programmes whose calls
are synchronized accordingly. It is designed to support collaborative
projects among several partners, all of whom apply according to their “home”
funding role.
The ACIE scheme has the significant advantage that funding does not cross
any borders nor do any regional funding rules need to be changed. Due to
the fact that already existing programmes are involved, the ACIE scheme does
not require additional money. By synchronizing existing programs, the calls
that are directed at similar targets allow for an increase in the critical
mass and a bundling of complementary regional competences. Thus, the policy
targets can be reached faster and more efficiently than if different regions
would each try to succeed separately. The focus of specific ACIE calls is
placed on further developing Transformative Activities, which are of high
priority for all the participating regions.
ACIE applications are evaluated based on the selection criteria set forth
in specific ACIE calls along with criteria from regional/national funding
organisations.
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4. NS4: TACT (TA Cluster Toolbox) Pilots
TACT pilots contribute to the development of such Transformative Activities
Cluster Tools by testing and modifying services of the toolbox and developing
new innovative cluster services in practice.
The process to the implementation of new cluster services is comprised of:
- Testing and, if needed, modifying one or more cluster services arising from
the collection of best practices and the new cluster services, described in
the cluster workshop synopsis, that support the implementation actions; the
methodology is very depending on the type of service and an important step
is to select the TA that shall be supported by the selected cluster service;
- Evaluation of the methodology tested, identification of the opportunities
for improvement and release of the improved cluster service.
Partner regions Lombardy (IT), Piedmont (IT), Trento (IT) and Veneto Region
(IT) conducted following pilot tests on cluster services out of the TACT.
4.1. Veneto Region / Think Tank of Innovation
TA: Recycling and Substitution of Raw Materials
Motivation of piloting the ‘Think Tank for Innovation’: to foster the
innovation of SMEs
Rationale for selecting this cluster service:
It helps collaboration among the different players, based on practical
needs of the clusters companies and skills and knowledge provided by the
research centers.
Actors involved:
Organisers: Regione Veneto, Veneto Innovazione
Pilot clusters: SINFONET - Smart & Innovative Foundry Network
R&D (university/non-university): University of Padova
Further actors: students of 3 Faculties of the University of Padova, 12
companies of the cluster, local stakeholders (TT agencies, policy makers
representatives, technicians)
Aim & methodology:
The initiative aims to foster the generation of innovative ideas for future
research field; a one-day ideas development laboratory is organised after
a preparation phase in which all participants get to know the methodologies
applied
Results:
Companies collect fresh ideas from skilled student that can help in finding
innovative technological solutions; students have the possibility to be
engaged in practical cases, deal with companies’ professionals and be
further on involved also in the project implementation (job recruitment)
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Success factors & pitfalls:
A crucial aspect is the ability of the tutors (companies’ representatives)
who drive the process during the laboratory; the preparation phase is
crucial as well in order to have the teams ready during the implementation
phase; one day implementation could be a constraint.
4.2. Piedmont / Networking Event
TA: New Materials & Energy: combination of waste management & new materials
in different sectors
Motivation:
Put in contact different stakeholders (- Plastics materials companies -
Medical and pharmaceutical companies - Experts in waste management –
Representatives responsible for the regional S3 implementation),
implementation of action developed in previous ADW;
Rationale:
Supporting SME connecting two thematises in different sectors, involving
different stakeholders and attracting interest of the regional policy
makers to support companies in the development of actions related to the
TA, i.e. to fund specific R&D calls, finance dedicated training activities,
support access to new technologies, etc.
Actors involved:
Proplast Cluster (organizer), Pilot clusters: Biopmed Piedmont Innovation
Cluster (Bioindustry Park), Clever Piedmont Cluster (Environment Park);
Further actors: SMEs, Piedmont Region’s responsible
Aim & methodology:
Optimization of plastics recycling and plastics waste management;
optimization of waste management of medical plastics. The details of the
event were well discussed and agreed in advance between the relevant
clusters.
Results:
Development of new and interesting future service to be offered to the
Clusters members by organizing a network event for exchanging and matching
of different actors (clients and suppliers) and promoting the deep knowledge
about regional industrial base inside the industrial waste management and
reuse plastic material.
Success factors & pitfalls:
On the one hand strong interest from the industrial companies but on the
other hand low attendance of SME because of their main focus in the
production.
A targeted strong promotion (direct e-mail, telephone calls, FB, LinkedIn
and Instagram, websites) of the event is important to avoid less
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participation. Further it is needed to highlight the benefit of
participating, e.g. information about solutions, benefits and possible
access to public funding.
4.3. Autonomous Province Trento / IP Management for SMEs
TA targeting ‘Green-environmental cluster’, ‘Material for 3D Printing’ and
‘Additive Manufacturing’
Motivation:
During a previous Cluster Workshop, the cluster managers showed interest
in the development of a services related to intellectual property
management. The pilot supports the cluster managers to develop and test
this service.
Rationale:
Due to the direct interest of the cluster managers of the regional cluster
organization it was decided to focus the pilot on green-environment,
material for 3D printing and additive manufacturing.
Actors involved:
PAT (regional authority in charge for S3), HIT-Trentino Innovation HUB, 3
pilot clusters, experts the area of empirical studies and involvement of
an IP consultant for better design and development of the service and
methodology in detail.
Aim & methodology:
The service intends at supporting the cluster manager to identify
improvement actions for the cluster organization and the cluster members.
These actions aim to better protect and exploit the SMEs intellectual
property and support them in the valorisation process. In this context, the
SMEs will enhance their awareness regarding IP strategies and improve their
forward-thinking mind-set in order to forge partnerships to grow and gain
access to new technologies, capabilities and markets.
Steps of the pilot action:
➢ Preliminary involvement of Cluster & Cluster Members
➢ Development of a Questionnaire
➢ Compilation of the Questionnaire by Cluster Members
➢ Analysis of the collected data
➢ Definition of the actions to be implemented
➢ Evaluation of the methodology and opportunities for improvement
Results:
The Cluster Manager will have all the required instruments for the future
application of the service to improve actions which better protect and
exploit the SMEs intellectual property and support them in the valorisation
process.
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➢ New Methodology and Questionnaire
➢ Compiled Questionnaire
➢ Analysis and Recommendations Report
➢ Tools: spreadsheets, documents required for the issue of the
Questionnaire and the data analysis.
Success factors & pitfalls:
➢ No. of responses from cluster members surveyed
➢ Use of the service by the cluster managers after the pilot test
➢ In order to avoid less responses or that the service is not used it is
necessary to involve and meet the relevant stakeholders, to engage the
cluster managers and the most suitable cluster members.
➢ Further IP expert will be consulted in order to guarantee a high level
assistance and robust results for a future use of the service.
5. NS5: TAET (TA Evaluation Toolbox) Pilot
The TAET pilot have developed a methodological approach for the assessment of
the interplay between S3 and clusters: TA Evaluation Toolbox (TAET) / Evaluation
of the interplay between S3 and Clusters.
Project partners ITG Salzburg, Poly4emi/SI, Cluster Agency Baden-Württemberg
and convelop GmbH developed the concept based on desk research, the
participation in a workshop and expert discussions.
With the TAET, the S3-Innovation Model includes a methodology contributing to
the evaluation and monitoring of the process. The TAET addresses the roles and
contributions of cluster initiatives during the implementation of the S3-
Innovation Model along the action lines, focussing on the linkages between the
two parallel processes on cluster and policy level. The assessment builds on
the proposition that the S3-Innovation Model is an effective approach for
promoting Transformative Activities to build a critical mass in the Alpine
Space.
Scope of the TAET: Role and contributions of cluster initiatives
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Final Recommendations
The ongoing debates on updating the S3 efforts in the European innovation policy
framework and related regional innovation strategies focus mainly on practical
implementation challenges.
Potentially critical elements are identified at various levels ranging from a
lack of understanding of the entire S3 concept to missing compatibility between
S3 and policy tools for implementation, missing political commitment to focus on
a limited field with high transformative potential, or a lack of critical mass
in terms of innovation actors and public investments.
New methodologies and tools are developed for future-oriented regional analysis
and implementation of smart industrial transformation processes. In a similar
vein, the S3-Innovation Model has been implemented with pilot clusters across
the Alpine Space within the S3-4AlpClusters project. Based on these first
experiences, we conclude with three recommendations which we suggest to consider
in current and future policy discussions on S3-implementation:
1) The locus of S3-implementation should shift from existing priority areas to new Transformative Activities (TA)
2) Cluster initiatives should be used as levers for regional economic development and take over active roles in a systematic process to identify
and develop TA
3) Cross-regional cooperation in the identification and development of TA should be further supported by cross-regional synchronized funding schemes
Tools and methodologies for S3-implementation, such as S3-synergy diamonds,
entrepreneurial discovery workshops (EDW) or action development workshops (ADW)
are valuable individual contributions for future policy designs.
Nevertheless, it is only by putting them into the context of a systematic
innovation model, with a strong focus on Transformative Activities, and by
making them the levers for cross-regional cooperation and a systematic
involvement of cluster initiatives in regional economic development, that they
become fully relevant for smart transformation processes leading to innovation
within businesses, new value chains and jobs in innovative new areas.
Recommendations for practical implementation of NS1 – NS5
which were tested in the pilot phase of the project with
pilot clusters:
1. NS1: S3-Synergy Diamond – practical Recommendations
Preparation of a Synergy Diamond - Starting point:
• Focus on regional challenges
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In order to select priority areas and to facilitate a targeted discussion
about potential Transformative Activities it is recommended to focus on
specific challenges the region faces (e.g. demographic change, climate
change).
• Selection of priority areas
Based on the chosen regional challenge which serves as a framework, relevant
priority areas (according to the regional Smart Specialisation Strategy)
that can contribute to tackle the challenge, are selected.
Success Factors:
• Chose a challenge that is relevant and of high immediacy for the region as
a framework for the development of the S3-Synergy Diamond.
• Selecting the “right” priority areas as corner stones of the Diamond is
essential to identify meaningful Transformative Activities.
• Consider the current capacities and entrepreneurial resources as well as
emerging technologies, trends and markets to identify TAs.
• Ensure that the discussion does not adhere to traditional sectoral
boundaries, but provides a setting that facilitates an open forum to cross
sectoral and regional limits.
• Integrate the perspectives of the quadruple helix in the development of the
S3-Synergy Diamond.
- Involve stakeholders with a sufficient overview of the regional
entrepreneurial basis and international market trends and who are able
to identify linkages between priority areas.
- Representatives of cluster initiatives can provide detail perspectives
and expertise regarding their entrepreneurial background.
2. NS2: Action Development Workshop (ADW/cADW) – practical Recommendations
Preparation of a regional ADW:
• Define one/several Transformative Activities on which you focus your ADW.
- Focusing on a limited number of Transformative Activities enables a
substantiated discussion.
- The selection of the Transformative Activities should be based on the
results of the EDW-Entrepreneurial Discovery Workshop.
• Prepare an information sheet (“One-pager) about the most relevant
information regarding the Transformative Activities.
- The structured information supports the establishment of a common ground
and understanding.
• Invite relevant participants.
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- Make sure that relevant stakeholders who can contribute to the further
development of the TA participate (esp. companies, R&D, intermediary
organisations, cluster initiatives).
- Involve the stakeholders before the workshop and provide them with
necessary information (“One-Pager”).
• Organise a facilitator.
- An (external) facilitator helps to ensure the workshop flow and brings
an independent perspective to keep the workshop on track.
• Assign a minute taker to ensure good documentation of the results.
Special considerations for the preparation of a cross-regional ADW:
• Identify regions with similar Transformative Activities or complementary
resources to create critical mass.
- The S3-4AlpClusters report “Strategic Alpine Space Areas for Cross-
regional Cooperation”provides an overview about potential synergies with
the project partner regions.
- Participating in projects funded by European Territorial Cooperation
(INTERREG) facilitates cross-border and transnational networks that can
be built on.
- European platforms and databases (e.g. European cluster observatory or
S3-Platform) help to identify regions with specific critical mass
(clusters) in certain areas or priority area.
• Get in touch with representatives of the partner region/s and inform them
about the objectives of the process and the cross-regional ADW.
• Coordinate the preparation of inputs for the cross-regional ADW.
- Prepare a One-pager with essential information about each region
beforehand and provide the participants with this information before the
workshop.
• Invite relevant participants from the partner region/s.
- E.g. cluster managers, companies, research organizations, companies with
a good overview of their regional innovation system.
• Consider more time for the workshop, language and cultural diversity.
- If necessary, provide interpretation service for the representatives of
the partner region/s and ensure diversity sensitive facilitation and
communication.
Success Factors:
• Invite a good mix of participants with respective interest and
qualifications.
- To ensure their participation, explain the purpose and benefits of
participating in the workshop.
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- A personal invitation letter from regional authorities can increase the
interest of participation.
- Provide information beforehand (One-pager) and provide a written agenda.
• Ensure a good briefing of and cooperation with the external facilitator.
- Explain the objective of the workshop and the methods.
- Discuss potential adaptations of the workshop design and methods in order
to adjust them to your specific needs.
• Prepare a collaborative and interactive setting and design that facilitates
active involvement of each participant.
- Consider the number of participants and adapt the workshop design and
setting accordingly (e.g. group work, sufficient time for discussion).
• Ensure good documentation of the discussions and the results (incl.
photographs).
• Define follow-up steps to ensure continuous (cross-regional) cooperation.
3. NS3: ACIE (Alpine Cluster Innovation Express) – practical Recommendations
Synchronization of existing Regional Programmes:
The Synchronized Scheme ACIE makes use of already existing regional
programmes which calls are synchronized:
• Thematic scope: Transformative Activities addressing major challenges in
the alpine macro-region and with relevance for several regions.
• Supported activities: Actions of cluster initiatives aiming at the cross-
regional development of the Transformative Activities.
• Funding source: ACIE calls are funded by already existing regional
programmes and no additional funding is needed.
• Application procedure: Each project partner applies at their
regional/national funding organization. Regional funding does not cross
borders and regional application procedures are applied.
• Evaluation of proposals: Proposals are evaluated based on the selection
criteria in the specific ACIE calls along with criteria from
regional/national funding organizations.
Specifications for a Synchronized Call:
• Definition of the thematic scope: Transformative Activities
A Synchronized Scheme aims at supporting the cross-regional development of
Transformative Activities (TA) that are of relevance for several regions
within the Alpine Space.
The S3-Synergy Diamond is a helpful tool to identify similar Transformative
Activities across regions.
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• Specific challenges of the Alpine Space (see EU Strategy for the Alpine
Region -EUSALP) serve as a framework to select relevant priority areas of
different regions that can contribute to tackle the challenge.
• Transformative Activities to be exploited across regions are identified
along the linkages of the priority areas.
• A Synchronized Scheme can then focus on supporting actions that target the
development of these TA on a cross-regional level.
Eligible Projects:
• Funding partners of a Synchronized Scheme have to agree upon specific
innovation activities that are to be supported.
• ACIE builds on the promising role of cluster initiatives in S3-
implementation and the cross-regional development of Transformative
Activities. Proposals can be submitted by a cross-regional partnership of
cluster initiatives in the participating regions.
• Eligible projects address cross-sectoral and cross-regional cooperation
activities in the context of the thematic scope. They are implemented by
cluster initiatives and involve different groups of the regional innovation
system, especially companies.
Potential activities are for example:
- Cross-regional workshop formats
- Networking activities
- Cross-regional analysis / mapping efforts
- Training and educational activities
Further eligible Criteria:
• Further aspects that need to be defined in the Synchronized Scheme include:
• Eligible project duration: duration of ACIE funded projects
• Eligible costs and co-financing rate: maximum eligible costs and funding
amount, co-financing rate of the regional schemes applied
• Selection criteria: criteria that a reused to assess the submitted proposals
• Formal requirements for the proposals: e.g. language, specific application
forms, document stop rove the eligibility of project partners
• Timeframe of the application process: deadlines for submission
• Information regarding the assessment and decision process
• Contact of main coordinating body: for questions regarding the ACIE-Call
• Contact of the specific regional ACIE funding partners: for questions
regarding specific rules of the involved regional schemes
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4. NS4: TACT (TA Cluster Toolbox) – practical Recommendations
Among all the best practices identified and already running in the Cluster
Organizations as well as the new developed cluster services there are some of
them that present more predisposition to support the identification and
development of Transformative Activities. Some of them are very specific but
have methodologies that are transversal and can be easily implemented in
different areas.
Success Factors:
• Choose relevant services according to the regional needs and framework
conditions and with relevance to the targeted Transformative Activity.
• The categorization into service fields can give you orientation to identify
suitable cluster actions.
• The description of the services provides information about the actual
implementation in one particular region/cluster. Therefore, the service
description is only an input and has to be thoroughly reviewed and adapted
according to the new regional/cluster context.
• If cross-regional/sectoral cooperation is sought, engage peers in the
targeted region/sector to adapt services for cross-regional/sectoral
purposes and implement them jointly.
• Each description of the services collected in the TACT gives you a hint
whether this activity was already coordinated with other cluster
initiatives.
• Set up a monitoring system to record the services and activities a cluster
initiative implements to contribute to the development of the TA.
5. NS5: TAET (TA Evaluation Toolbox) – practical Recommendations
Based on the research and expert discussions it is recommended to consider:
Challenges for the Assessment of Outcomes and Impacts:
Evaluation efforts to assess the outcomes and impacts of the S3-Innovation
Model face the following challenges:
• Individual regional scope: The S3-Innovation Model proposes a generic
process and its implementation needs to be adapted according to the regional
circumstances and challenges. Therefore, evaluation efforts to assess the
results of the S3-Innovation Model can only be specified in line with the
individual case.
• Timing Issues: Actual results of an intervention (especially economic
effects) are only observable with considerable time-lags.
• Attribution issues: External factors influence the results on outcome and
impact-level. Measured effects cannot be attributed directly and entirely
to the intervention.
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The whole set of project deliverables, reports and the related
training tools can be downloaded from the project web site, S3-
Alpclusters.
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Glossary of terms1
Term Definition
Clusters
Clusters are generally described as groups of
companies, mainly SMEs, and other actors
(government, research and academic community,
institutions for collaboration, financial
institutions) co-locating within a geographic
area, cooperating around a specialised niche, and
establishing close linkage and working alliances
to improve their competitiveness.
Cluster initiative
A cluster initiative is an organised effort
aiming at fostering the development of the
cluster either by strengthening the potential of
cluster actors or shaping relationships between
them. They often have a character like a regional
network. Cluster initiatives usually managed by
a cluster organisation.
Cluster
organisations
Cluster organisations are entities that support
the strengthening of collaboration, networking
and learning in innovation clusters and act as
innovation support providers by providing or
channelling specialised and customised business
support services to stimulate innovation
activities, especially in SMEs. They are usually
the actors that facilitate strategic partnering
across clusters. Cluster organisations are also
called cluster managements.
Cluster participants Cluster participants are representative’s
industry, academia or other intermediaries,
which are commonly engaged in a cluster
initiative. Given the case a cluster initiative
has a certain legal form, like associations,
cluster participants are often called cluster
members.
Cluster Policy
Cluster policy is an expression of political
commitment, composed of a set of specific
government policy interventions that aim to
strengthen existing clusters and/or facilitate
the emergence of new ones. Cluster policy is to
be seen as a framework policy that opens the way
for the bottom-up dynamics seen in clusters and
cluster initiatives. This differs from the
approach taken by traditional industrial
policies which try (and most often fail) to
create or back winners.
1 Glossary approved during PSG2 Meeting in Munich on 4.4.17
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Cluster Action Plan
Action Plan
The cluster action plan or action plan describes
the process and tools necessary to put into
practice the Innovation Model.
Innovation Model The innovation model is a systematic process to
identify and develop Transformative Activities
(TA) to serve regional development.
Entrepreneurial
Discovery Workshop
The Entrepreneurial Discovery Workshop works on
reflection about existing capacities of a region
on the one hand and opportunities represented by
new technologies and challenges that can support
and drive the process of structural
transformation on the other.
Cross-regional
Entrepreneurial
Discovery Workshop
The cross-regional Entrepreneurial Discovery
Workshop proposes a methodology allowing to align
identified Transformative Activities cross-
regionally and exploring need-based cooperation
partnerships.
Programme
Programmes are vehicle to implement a policy, e.
g. funding programme for R&D in environmental
technology. In addition to programmes, policies
are also implemented through regulation
(= regulatory framework, e. g. law on consumer
protection).
S3 – Smart
Specialisation
Strategies
Smart Specialisation is a strategic approach to
economic development through targeted support
for research and innovation. It involves a
process of developing a vision, identifying the
place-based areas of greatest strategic
potential, developing multi-stakeholder
governance mechanisms, setting strategic
priorities and using smart policies to maximize
the knowledge-based development potential of a
region, regardless of whether it is strong or
weak, high-tech or low-tech2.
Stress Testing StressTesting regional approaches conducive to
implement S3 through clusters is a transnational
learning approach which determines how and where
clusters can mostly support industrial
transformation and growth while implementing it
in an integrated, coordinated and sustained
manner. The overall aim is to find new or better
2 Foray, D. (2015). Smart Specialisation, Opportunities and Challenges for Regional
Innovation Policy, Routledge.
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ways of designing and implementing modern
cluster-based regional economic development
policies drawing maximum advantage of the
regional cluster portfolio towards shaping new
industrial value chains and sectors.
Synchronized Scheme A synchronized Scheme is a transregional funding
exercise, which is built on existing regional
programmes. By aligning these programmes,
transregional consortia can be supported through
a joint Call for proposals, which is implemented
according regional funding procedures. A
synchronized Scheme neither needs additional
funds nor leads to modifications of regional
funding procedures.
Cluster Best
Practice
A best practice is a practice define by a cluster
as an exemplary activity provided to its members
or stakeholders.
Cluster Service Cluster services are Cluster Activities,
organized and operated by Cluster Organizations,
that are specifically aimed at creating direct
and actionable added value for either single
Cluster Participants (with the extent of boosting
their entrepreneurial and innovation
capabilities) or Cluster Initiatives (e.g.
Cluster-level projects or sub-networks with
specific goals or intentions) with the extent of
boosting the chance of reaching their goals.
Cluster Activity This is a general term to indicate whatever
Cluster-level operation or exercise (not a
project) carried out by a Cluster Organization
or a Cluster Initiative, involving (directly or
indirectly) Cluster Participants/Members or
other stakeholders, which is aimed at designing
and/or implementing Cluster strategy, plans,
actions, or services for Participants. In this
regard, Cluster Activities may have a strategic
relevance (e.g. road-mapping, technology and
market foresight, competitive positioning), a
capacity building relevance (networking and
matchmaking events), or a support relevance
(added value services).
Pilot Cluster A Pilot Cluster conducts testing of one of the
new services of the action plan.
Policy Instruments Policy instruments are the main tools for regions
to implement the Operational Programme. Policy
instruments can cover a broad range of measures
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and can be grouped in different categories
(support of R&D projects, workforce development
or support of networking and clustering).
Priority Area Priority Areas are "the locus for resource
concentration and prioritisation within S3."
They should be defined through an entrepreneurial
discovery process taking into account existing
regional capacities and potentials as well as
new opportunities, in order to develop excellence
and critical mass in the "activities that are
likely to effectively transform the existing
economic structures through R&D and innovation".
Operational
Programme
Operational programmes are detailed plans in
which the Member States set out how money from
the European Structural and Investment Funds
(ESIF) will be spent during the programming
period. They can be drawn up for a specific
region or a country-wide thematic goal (e.g.
Environment). For the European Territorial
Cooperation goal, cross-border or interregional
operational programmes are drawn3.
Transformative
Activity
Transformative Activities are a collection of
innovation capacities and actions of a group of
actors derived from an innovative combination of
existing structures, targeting related areas and
having the potential to significantly transform
existing industries.
3 Definition by the EC; http://ec.europa.eu/regional_policy/en/policy/what/glossary/o/operational-programme
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S3-4AlpClusters in a nutshell
Smart Specialisation with Smart Clusters
Smart Specialisation Strategies (S3) are a
lever of EU Cohesion Policy. One of the
biggest challenges is to make use of the
interplay between S3 and clusters. How can S3
be used to foster innovation processes and
spark entrepreneurship within clusters? How
can S3 be implemented through clusters to gain
sustainable and inclusive growth? There is a lack of experience among regions on
how to use clusters in the implementation of S3 and how to develop implementation
tools to fully benefit SMEs. In addition, alignment between and knowledge about
other regions’ strategies are very limited.
This is exactly the focus of the S3-4AlpClusters project, which believes that the
interplay between S3 and clusters is an innovative approach that could spread
innovation in the whole Alpine Space. S3-4AlpClusters will launch cross-regional
coordinated actions between the different sectors/regions involved and enhance
transnational cluster cooperation. The final aim is to generate critical mass for
SMEs and to improve the framework conditions for innovation in the Alpine Space.
S3-4AlpClusters will develop:
• A joint transnational cluster action plan to improve transnational, cluster-
based cooperation
• An S3-based innovation model for cluster development
• A fully synchronized call scheme
• New services validated by pilot clusters
The S3-4AlpClusters community includes cluster managers, entrepreneurs, academics
and policymakers, and is supported by public authorities and S3 experts.
The NUMBERS of S3-4ALPCLUSTERS
15 Partners 35 decision makers
9 Observers 11 Alpine Regions
830 SME 10 pilot clusters to be involved
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FOLLOW S3-4AlpClusters
www.alpine-space.eu/projects/s3-
4alpclusters/en/home
S3-4ALPCLUSTERS Partners
HES-SO // FR-HEIA-FR INNOSQUARE CLUSTERS
Business Upper Austria - OÖ Wirtschaftsagentur
GmbH
ClusterAgentur Baden-Württemberg
Veneto Region - Research Clusters and Networks
Unit
Poly4EMI hosts by Anteja ECG d.o.o
Innovation and Technology Transfer Salzburg GmbH
University of Franche-Comté - FEMTO-ST
PROPLAST - Consortium for the Plastic Culture
Promotion
Cluster Technologies for Smart Cities &
Communities Lombardy Foundation
Autonomous Province of Trento (PAT)
Trentino Innovation Hub
Lombardy Region Government
Bavarian Research Alliance GmbH Government Office for Development and European
Cohesion Policy
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Veneto Innovazione S.p.A.