1. The Lisbon Strategy Andrew Caruana Galizia Yixiang Zeng Patricia Abrudan Diana Sanchez Martin Andrea Proietti

2. I. What is “The Lisbon Strategy” ?  Met in march 2000 in Lisbon, the head of states of government of the European Union have launched the objective to ‘become the most competitive and dynamic knowledge society in the world’ by 2010. The measures that have been selected and acted upon since then are known as ‘The Lisbon Strategy’

3. The new challenge  The European Union is confronted with a quantum shift resulting from globalisation and the challenges of a new knowledge- driven economy  The Union must shape these changes in a manner consistent with its values and concepts of society and also with a view to the forthcoming enlargement.

4. The new challenge  The rapid and accelerating pace of change means it is urgent for the Union to act now to harness the full benefits of the opportunities presented.

5. The Union's strengths and weaknesses (How was in the 2000)  The Union is experiencing its best macro- economic outlook for a generation.  The euro has been successfully introduced and is delivering the expected benefits for the European economy.  The internal market is largely complete and is yielding tangible benefits for consumers and businesses alike.

6. The Union's strengths and weaknesses (How was in the 2000)  The forthcoming enlargement will create new opportunities for growth and employment.  The Union possesses a generally well- educated workforce  Growth and job creation have resumed.

7. The Union's strengths and weaknesses (How was in the 2000)  Than 15 million Europeans are still out of work.  The employment rate is too low and is characterised by insufficient participation in the labour market by women and older workers.  The services sector is underdeveloped, particularly in the areas of telecommunications and the Internet.

8. The Union's strengths and weaknesses  Total employment rate % The employment rate is calculated by dividing the number of persons aged 15 to 64 in employment by the total population of the same age group. The indicator is based on the EU Labour Force Survey

9. The Union's strengths and weaknesses (How was in the 2000)  There is a widening skills gap, especially in information technology where increasing numbers of jobs remain unfilled.  With the current improved economic situation, the time is right to undertake both economic and social reforms as part of a positive strategy which combines competitiveness and social cohesion.

10. II. Innovation and the Lisbon strategy  Objective To define the innovation process and innovation policy, and present an action programme for the Community and the Member States.

11. Innovation and the Lisbon strategy The innovation concept 1. Purpose 2. Definition 3. Importance of innovation for companies 4. Innovation policy 5. The challenges

12. Innovation and the Lisbon strategy 6. The framework for innovation policy 7. Other actions :  Improve the business environment  The public sector in the EU is both a source and user of innovation even if obstacles do still remain.  Creation of clusters and centres of learning.

13. Innovation and the Lisbon strategy  Action plan: The Member States and the Commission shall therefore develop a framework for action which contains priorities and objectives. The Commission and the Member States will set up a coordination procedure, and will intensify mutual learning and cooperation to develop innovation in the EU.

14. III. Review of the Lisbon Strategy  A mid-term look at the Lisbon strategy shows the outcomes to be somewhat disappointing, particularly with regard to employment.  The Commission proposes a simplified coordination procedure and a focus on the national action plans (NAP).  Switch of emphasis away from the medium and long term in favour of the urgent action needed in the Member States.

15. III. Review of the Lisbon Strategy  November 2004 report "Rising to the challenge: the Lisbon strategy for growth and employment“: lack of political resolve lack of political resolve inability to complete the internal market in goods inability to complete the internal market in goods Inability to establish the market for services. Inability to establish the market for services. poor coordination of a top-heavy agenda poor coordination of a top-heavy agenda

16. III. Review of the Lisbon Strategy 1. February 2005: "Working together for growth and jobs. A new start for the Lisbon strategy“:  re-launching policy priorities, particularly with regard to growth and employment.  Member States should appoint a "Mr" or "Ms Lisbon" at government level  a single Lisbon report at EU and at national level

17. III. Review of the Lisbon Strategy 2. 20 July 2005: Common actions for growth and employment: The Community Lisbon Programme : Covers 3 main areas:  Knowledge and innovation for growth,  Making Europe a more attractive place to invest and work,  Creating more and better jobs.

18. III. Review of the Lisbon Strategy 3. 20 April 2005 " Mobilising the brainpower of Europe” enabling universities to make their full contribution to the Lisbon Strategy: " Mobilising the brainpower of Europe” enabling universities to make their full contribution to the Lisbon Strategy:Mobilising the brainpower of EuropeMobilising the brainpower of Europe  knowledge triangle: - education - research - research - innovation - innovation

19. III. Review of the Lisbon Strategy THE CORE MODERNISATION AGENDA:  Attractiveness: - the imperative of quality and excellence  Governance: - the need for better system and institutional management  Funding: - the need for higher and more efficient investment

20. III. Review of the Lisbon Strategy 1. 22-23 March 2005: Presidency conclusions of the Spring European Council in Brussels concerning the mid-term review of the Lisbon strategy: Presidency conclusions of the Spring European Council in Brussels concerning the mid-term review of the Lisbon strategy:  saw the adoption of the simplified Lisbon objectives  conclusions refer to nearly 100 different objectives.  objectives stress the implementation of the reforms needed for growth and employment.

21. IV. A New start for the Lisbon Strategy  More growth  More and better jobs  Better governance

22. A New start for the Lisbon Strategy A New start for the Lisbon Strategy  More growth  Make the European Union (EU) more attractive to investors and workers  Encourage knowledge and innovation

23. A New start for the Lisbon Strategy  More and better jobs:  Modernise social protection systems  Improve the adaptability of the workforce and business sector  Invest more in human capital by improving education and skills

24. A New start for the Lisbon Strategy  better governance:  Labour market policies (The Luxembourg process)  Microeconomic and structural reforms (The Cardiff process)  Macroeconomic and budgetary measures (The Cologne process)

25. V. Conclusions  Europe must commit itself to higher-value industries with greater knowledge content.  This requires a restructuring and revitalisation of the outdated education system and research for innovation.

26. Conclusions  The Lisbon Strategy was a vision for Europe; with long term goals and achievements but with an unrealistic deadline set for 2010.  The re-launch of the Lisbon Strategy in 2005 ignored the long term goals and implemented short term policies with immediate results.