AREA Science Park: figures & strenghts
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AREA Science Park: figures & strenghts

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The leading Science & Technology Park in Italy.

The leading Science & Technology Park in Italy.

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AREA Science Park: figures & strenghts Presentation Transcript

  • 1. Science and Technology Park - Park Management Consortium BORN in 1978 Padriciano Campus Basovizza Campus
  • 2. Science & Technology Park Figures (end 2007) 2 extended campuses (75.000 sqm of labs & offices) 87 21 R&D Centres and 66 Knowledge-based Companies 2200 researchers and staff 140 (mio Euro) Aggregate turnover Fields of activity > Energy and environment > Quality services > Physics, Materials and nanotechnology > IT, electronics and telecomunications > Life Science -1- AREA è: Ente di ricerca - Parco Scientifico e Tecnologico
  • 3. Science & Technology Park: Companies success update (sept. 2008) ITAL TBS 1992 - 4 Employees Esteco 2000 - 2 Employees Employees: 1200 Employees: 30 Total Sales 130 M € Total Sales 3,2 M € (annual growth +30%) Market - 9 European Countries and Market - 55% Japan entering Asia - - 30% Europe 16 Controlled Companies - 15% USA - >1200 Healthcare istitutes supported Products Virtual simulation for automotive, Products Leader in clinical engineering aerospace, chemical and biological Services (telemedicine) companies Ergolines 2000 - 1 Employee Health Robotics 2007 - 1 Employee Employees: 40 (included production subsidiary) Employees: 25 Total Sales 8 M € (annual growth +40%) Total Sales 7 M € Market - 25% Italy - 40% Asia Market 50% North America - 20% Europe - 15% South America 50% Europe Products Eletromagnetic systems for Products Farmacy compounding systems, mechanical & steel industry -6- -2-
  • 4. Park Management Consortium Figures (end 2007) A first level Public Research Body under the aegis of the Ministry of University and Research 112 Managers and technicians (63% graduate and PhD and 66% female) Main Activities Technology Transfer and start up incubator R&D managerial & entrepreneurial education International networking Coordination of FVG Research Bodies Management of Science and Technological Park -3- AREA è: Ente di ricerca - Parco Scientifico e Tecnologico
  • 5. Park Management Consortium: strengths Self financing capacity: Total Revenues: 20 M€ of which 60% from Regional, National, UE projects and SME servicies Managerial efficiencies: Employes total cost ≤ 34% of annual current Government funds (8 M€) Flexibility 2007 : revenues = - 16,4% vs previous year total cost: - 20% (of which indirect cost: - 27,1%) New market opportunities search: East Europe and Southern Italy New R&D management methods and tools: Fully integrated system (see Annex) -4- AREA è: Ente di ricerca - Parco Scientifico e Tecnologico
  • 6. Park Management Consortium: main activity figures (last 5 years) Technology Transfer 2599 Companies supported 1492 Innovation Actions Implemented 91 Patents Filed from +6% to +24% Supported companies Sales increase from +6% to +12% Supported companies Employment Growth Hours of training R&D Managerial & Entrepreneurial Education every year to 11.000 Average of training hours for year 1.200 Participants -5-
  • 7. Park Management Consortium: figures (last 5 years) European project Networking 46 European projects 10 Ongoing European projects 232 Partners 33% in Italy - 67% abroad -6-
  • 8. Park Management Consortium Annex New R&D management methods and tools -7-
  • 9. Fully Integrated system for R&D Management ECONOMICAL/FINANCIAL STRATEGIC GOALS BALANCE SHEET AND THREE YEAR PLANNING AREA TQM - INTERFUNCTIONAL Total Quality - SHARED CONSORTIUM Management - TRANSPARENT INTELLECTUAL 2001 (2007) CAPITAL BALANCE ACTIVITIES SHEET (2007) PDA SOCIAL ACTIVITY CAPITAL DINAMIC TQM: company processes optimisation BALANCE PROFILE Int.Capital BS: human, structural and relational capital evaluations SHEET (2004) (2007) Social Capital B.S.: stakeholders added value PDA: resources and results distribution on 8 R&D centres missions -8-
  • 10. PDA: Activity Dinamic Profile: 4 basic missions (+ 4 complementary): roles of universities, public and private research centres BASIC MISSIONS OBJECTIVES MAIN CUSTOMERS EVALUATIONS AND EVALUATORS (examples) Direct: students QUALITY OF TEACHERS EDUCATION AND Indirect: industries and to fulfill customers institutions QUALITY OF GRADUATES TRAINING expectations that employ (Human Capital Factory) “high level” people VALUE OF KNOWLEDGE: • Scientific publications, peer to stay on the frontier of reviews, quotations RESEARCH FOR knowledge • Patents obtained (intended not as KNOWLEDGE Scientific community safeguard but as certification of (Knowledge Factory) Wide diffusion of knowledge value) excellent know-how •… VALUE OF COMPETITIVENESS RESEARCH FOR • Transferrable and transferred INDUSTRY Transfer for industry results COMPETITIVENESS competitiveness • Innovative products, processes, (Technology Transfer Industry methods and services Factory) • No. of patents transferred or licensed (intended as safeguard and thus as competitiveness) and • No. and type of industrial RESEARCH FOR customers TERRITORY • No. of spin-offs Transfer for territory COMPETITIVENESS • Organizations shared with competitiveness (Territorial Development industry (poles, districts, Factory) Territory consortia, incubators, S&TP) •… -9-
  • 11. PDA: Activity Dinamic Profile. Examples PROFILE University theoretical Experimental Research Technological District department Centre Management Body Education 50 5 Education S and O management 5 25 Research for knowledge 25 5 S and O management of R x C = dissemination 15 20 Research for business competitiveness 5 50 S and O management of C x I = transfer 10 30 Research for territorial competitiveness 25 S and O management of C x T = transfer 5 25 TOTAL 100 100 100 S and O = Strategic and Operational - 10 -
  • 12. New Methods for Innovation Management 1997 2001 2006 PAT LIB PROJECT unit to transfer innovative IP management products and processes tive initia ator to FVG companies ile incub a first m 2003 2002 R&D COMPETITIVENESS appr oach roke rs me t h ods tion b ld eU niver sities esu lts SYSTEM a innov the fie on hanc res r to en &D Cent R and 2006 2001 2001 Quasi-Empresa Business and project tive management to move researchers initia n brokers unit to industry o ovati in inn to tra - 11 -
  • 13. Innovation Factory: starting from the business dream of a potential company Innovation Factory Technical, entrepreneurial and financial support: to the potential to the company start-up companies until the first market EXIT EXIT Start Start up risk up price Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 SELECTION • Inn. Idea •Patents •Trade First First Market • R&D •Prototypes Product Sale Established •Sale activities to be launched •IPO on the market Pre-seed Seed Company Expansion Start up Incubators as usual Innovation Factory - 12 -
  • 14. The Innovation Factory Process: from the Business Dream to the Business Plan Selection of 5 types of support Start up potential companies Entrepreneurial training Scouting and Project Start up Venture analysis Development Company Capital Technical, managerial and financial support “Business Dream” Business Plan Innovation Factory supports Innovation Factory the Development Group supports the company 1 – 1,5 years 1 – 1,5 years - 13 -
  • 15. Innovation Factory Results (Sept. 2008) After 2 years work: • 20 project ideas evaluated • 4 Potential Companies (20%) incubated • April 2008: establishment of the first company: AMPED s.r.l. • We expect to establish the second company (ModeFinance) in a few months • The other 2 potential companies: 1 doing well – 1 question mark • Innovation Factory will support 2 other Potential Companies starting from the end of this year - 14 -
  • 16. SISTER Methods A permanent regional system to foster relations between academia and business and to exploit and manage IPRs Exploitation of Research SISTER METHOD is a two-step structured process for scouting and exploiting effective findings of research and for managing and enhancing their transfer to market The first step of the process is where findings are controlled and validated The second step offers and supports three alternatives of exploitation: - transferring the findings to an already established company - partnering between research and industry for further development - exploitation or creation of a research spin-off company Each stage entails a coordinated series of operations and value added services to be provided to researchers - 15 -
  • 17. Innovation Network approach Innovation Network in Friuli Venezia Giulia region relies on more than 25 technology brokers organized into a multi-sector and multidisciplinary network of Competence Centres and specialized in Wood and Furniture Plastic and New Materials Agribusiness Marine Engineering Energy Enterprise Engineering The Competence Centres functions are to monitor and assess innovation needs from industries to match technology and innovation demand with competences and solutions to provide companies with a reliable and independent support for fully implementing innovation - 16 -
  • 18. Innovation Campus initiative Target: technology broker education and training Innovation Campus is the first high-school for technology transfer specialists based on “learning by doing” and “role playing” methodologies Technology Brokers are professionals specialised in : detecting and understanding the frequently not explicit innovation demand from businesses identifying the best opportunities for business in the fields of research joining research and industry during the development of innovative products and processes managing innovation in business organizational processes managing knowledge and technology transfer for new business development Innovation Campus is managed by AREA Science Park in partnership with MIP-Politechnic of Milan - 17 -