1. K. Lehmann/MWEWS Oslo 12 Jan 2016 1 Smart Specialisation Strategies – experiences at regional level Kathrin Lehmann, Unit Cluster and Innovation Promotion Example: Joint Innovation Strategy Berlin-Brandenburg, Germany (innoBB)

2. 2  Population: 6 million  Area: ca. 30.000 km 2 (~ Belgium)  2,6 m Working population  170 bn EUR GDP (2013)  GDP per capita (2013) 106 % of EU-28 average

3. 3 Top spot in the European research landscape but… An excellent range of science and research facilities: 8 universities over 30 universities of applied sciences over 90 research institutes 42 technology centres Private investment in R&D a broad range, but not enough lack of resources (including capital) Knowledge + technology transfer Planned development and optimisation of structures

4. 4 Berlin Strategy: Coherent innovation strategy Competence fields: - Medical technologies/Biotechnology - Transport technologies - ICT/Media - Photonics - Energy technologies Similar Situation 2006 (I) Brandenburg Strategy: Regional Innovation Concept Sector Competence fields: - Biotechnology/Life Science - Aerotechnics - Media/ICT - Automotive - Energy industry - Geodata industry - Timber industry - Plastics - Logistics - Metall/Mechatronics - Mineral oil/bioenergy - Paper industry - Railway industry

5. 5 Berlin Strategy: Coherent Innovation Strategy Institutions: - Senate (Economy, Science, Health, Urban Development) - Business Promotion Bank Berlin (Investitionsbank Berlin) - Innovation Agency Berlin (Technologie Stiftung Innovationsagentur GmbH) - Regional Development Agency (Berlin Partner) - Chambers (Commerce, Craft) Similar Situation 2006 (II) Brandenburg Strategy: Regional Innovation Concept Institutions: - Ministries (Economy, Science) - Business Promotion Bank Brandenburg (Investitionsbank Brandenburg) - Regional Development Agency (ZukunftsAgentur Brandenburg)

6. 6 Berlin Strategy: Coherent Innovation Strategy Aims: - Strengthen Core Competencies - International Competitiveness - Innovative projects and products - Convey settlements - Sustainable growth - Capital Region Similar Situation 2006 (III) Brandenburg Strategy: Regional Innovation Concept Guidelines: - Capital Region - Brand profiling with innovative sectors - Compatible Companies (start-ups and settlement) - Future safeguarding framework (technology transfer and funding schemes)

7. 7 Berlin and Brandenburg pursue the same goals in innovation policy with similar structures/funding structures and instruments Innovation Strategies of both federal states have a strong overlap in several fields with complementary resources and substantial potential for synergies Requirement for using the synergies: Both States recognize the region as one science and economic area, that can be further developed within the framework of a joint innovation strategy Aim: comparability with other metropolitan areas path: Development of joint strategies for the future fields of excellence and recommondations to both States Basis and methodology are transregional masterplans, networks and projects Initial situation

8. 8 2007 Identification of 5 strategic innovative future fields Basis: Coherent Innovation Strategie Berlin and Regional Innovation Concept Brandenburg 12/2007 Innovation Top level-Talk 05.12.2007 - Mandate of the States to TSB and ZAB for the development of the joint innovation strategy - cooperation agreement of TSB and ZAB 2008 Draft joint innovation strategies for the 5 future fields and identification of lead projects Since 11/2008 Innovation summit 2008 – 2014 to special topics, i.e. 2009 joint funding and technology transfer Development process / milestones

9. 9 History: Strategic approach and guidelines 2007 Identification of five Future Fields of Excellence 2008 Elaboration of strategic guidelines for the five Future Fields of Excellence; identification of nine pilot projects, based on work with the listed strategies and the corresponding experience gained 2009"Cross-border" commitments for joint financing of RTD as well as for the technology transfer 2010Cluster development  Continuation of smart specialisation 2011 The innovation strategy decided on 21.6.2011 by the Senate of Berlin and the Brandenburg Cabinet Biotechnology/ Medical technology/ Pharma Biotechnology/ Medical technology/ Pharma Energy technologies ICT/Media Photonics Transportsystem technologies Transportsystem technologies

10. 10 New materials Production and automation technology Clean technologies Security Healthcare Industry Energy technologies Transport, mobility, logistic ICT, media and creative indust. Photonics Cluster Cross-sectional topics Infrastructure Political framework Public promotion and funding Strategy/ innovation profiles Knowledge & technology transfer International inter- connectivity Marketing/ shaping the profile

11. 11 Governance I  Annual "innovation summits" contribute to regular knowledge transfer in the areas of science – business – politics  Development and update of innoBB by steering committee of the Berlin and Brandenburg State Secretaries responsible for the areas of economy and science  Decision-making process on RIS priorities in the triple-helix approach (business-science-public administration), social partners are included via cluster advisory boards  Implementation of innoBB is the responsibility of Berlin Partner für Wirtschaft und Technologie GmbH (BPWT) and ZukunftsAgentur Brandenburg GmbH (ZAB), and the joint cluster managements

12. 12 Governance II  Close cooperation with the relevant actors from companies, universities and non-university research facilities, as well as networks, chambers of commerce…  The clusters are each represented at an operational level by a cluster representative and a cluster manager  Master plans define lead (flagship) projects and milestones, taking into account market developments and regional strengths  Four jointly-identified cross-sectional areas (materials, clean technologies, production and automation technology, as well as security) act as innovation drivers

13. 13 innoBB organisation – allocation of tasks

14. 14 connection of innovation policy especially with industrial policy, research and education policy Critical mass of innovative companies and scientific institutions nearby Affinität through added value chains and application of identic or similar technologies Prospects for dynamic growth (above average) due to innovative strengths, especially USPs and comparative advantages Strategic orientation on international growth markets Business promotion concentrats on clusters „great staying power“, Evaluation and Monitoring Requirements for a successful process of cluster development

15. 15 Structures for realization: assessment criteria Adequate to the Steering of the innovation process in the whole economic area Berlin- Brandenburg Suitable for the funding body for projects with two-states-funding Symmetrically setted/arranged relating to the both states Clear structures of leading and responsibilities Compatible with the one-stop-agency-Concept of the Economic Development Agency in Brandenburg Manageable Expanditure for Implementation (time, costs, decision processes) Avoiding double-/multiple structures

16. 16 Main RIS3 objectives I  Focus on clusters, with the objective of increased GDP, and employment greater than the national average  Work on strengths, promote regionalisation  Increase private R&D investment  Promote internationalisation  Accelerate technology transfer, esp. implementation in business of scientific findings  Secure and develop skilled employee base  Drive sustainable innovations

17. 17 Objectives II  Accelerate business-oriented cluster development  Strengthen and further develop value added chains in the clusters  Promote cross innovation  Implement cluster monitoring and impact monitoring  Increase international recognition and networking  Implement precision-targeted innoBB via master plans that are flexibly adapted to requirements

18. 18 Why these priorities? - I  Two to three-level nature of innoBB  innoBB - setting of basic priorities based on an evaluation of previous priorities (sector competence fields, competence fields, future fields), inclusion of political representatives, intermediaries, stakeholders  Master plan process in each of the clusters: sector-specific SWOT, sector-specific focus (intensive inclusion of cluster actors from business and science across various cluster formats, Web-based participation platform)

19. 19 Why these priorities? - II  Regionalisation process, particularly in Brandenburg: regional SWOT, regional focus based on innoBB and clusters (intensive inclusion of regional companies - especially small and medium- sized companies, and regional intermediaries)  Links between levels of the governance structure and feedback loops are decisive  Our priorities result from processes in the region

20. 20 Implementation and budget - I  innoBB is implemented via master plans for every cluster created in participative processes (including via area of activity conferences, Internet consultation) and communicated and discussed via the event formats  Standard structure of master plans, taking into account cross- sector themes  Cluster management is responsible for implementation  Berlin and Brandenburg define the framework as well as monitoring and checking implementation

21. 21 Implementation and budget - II  All the relevant guidelines for business and innovation funding programs have been aligned primarily for implementation of innoBB  innoBB is included in all operational programmes of the EU structural fund (EFRE, ESF, EPLR) as well as in strategies for other portfolios (including sustainability strategy) - financial contribution by companies  Policy mix of financial and non-financial support options  One area of focus of the RIS is to initiate additional cooperation projects (e.g. between business and science)  Budget for cluster work in 2015: around 10 million € (Berlin and Brandenburg)

22. 22 Measuring progress  Joint, regular meetings of working group from the federal state ministries responsible for economy and science as well as from the science and technology support facilities responsible for cluster management  Economic cluster monitoring based on official statistics (number of businesses, turnover, number of employees)  Impact monitoring of cluster support - completion middle of 2016  Monitoring should enable assessment and fine-tuning of innoBB

23. 23 Results - Multitude of new contacts between companies and science in Berlin and Brandenburg and beyond that - Multitude of new (joint) topics and new projects along the added value chains within the clusters and cross-sectional - Awarding additional funding from federal and EU-level

24. 24 Thank you very much! Kathrin Lehmann kathrin.lehmann@mwe.brandenburg.de www.innobb.de