Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

TCI 2014 Hamburg Aviation

618 views

Published on

By Carola Muschke, presented at the 17th TCI Global Conference, Monterrey 2014.

Published in: Economy & Finance
  • Be the first to comment

  • Be the first to like this

TCI 2014 Hamburg Aviation

  1. 1. Hamburg Aviation Carola Muschke Parallel 1.1 Common problems, common markets and shared value creation 11 November 2014
  2. 2. HAMBURG AVIATION Carola Muschke
  3. 3. 3
  4. 4. LEADING AVIATION LOCATION IN NORTHERN EUROPE 3 core companies Airbus Operations GmbH 17,700 personnel Lufthansa Technik AG 7,850 personnel Hamburg Airport (core) 1,600 personnel Suppliers and service providers 12,350+ personnel Hecas: 3,500 Hanse Aerospace: 8,850 4
  5. 5. HOW IS A CLUSTER FORMED? Cluster: the organised form of an established industry concentration. Triple-helix structure = research + industry + public sector 5
  6. 6. 6
  7. 7. 7
  8. 8. THE LEADING-EDGE CLUSTER COMPETITION Honoured as a Leading-Edge Cluster in Leading-Edge Cluster competition (by the Federal Ministry of Education and Research, BMBF) Funding level:80 million Euros R&D projects financed 50:50 by BMBF and companies. Gold Label ECEI 2014 Cluster Management Excellence 8
  9. 9. Stronger together! Since 2009 The European Aerospace Cluster Partnership This year we are celebrating 5 years of EACP, a success story ready to be transferred to other sectors or regions. www.eacp-aero.eu
  10. 10. WHAT IS EACP? EACP is a network of Cluster Managers who aim to Improve cluster management and member services (best practice) Learn about market development (EU and International) Establish an international network for fast and easy exchange Team up for joint projects (c2c level) Set up business and research opportunities for cluster members (b2b level) Influence EU policy (design of calls, funding requirements, …) Promote regional competences and capabilities
  11. 11. MEMBERS OF THE EACP Turkey Russia Oct 2014: 34 members from 13 countries Representing more than 4300 companies, 450 research institutes, and 125 public institutions.
  12. 12. managed by HAMBURG – FOCAL POINT FOR ALL PARTNERS network coordination Monitoring of EU calls Collection of international project proposals Distribution of information Support in finding project partners Pool of contacts to 34 aerospace regions in Europe
  13. 13. ORGANISATIONAL STRUCTURE Working Group Internationalization Lead: Aerospace Valley (France) European Aerospace Cluster Partnership Working Group Skills Lead: Hamburg Aviation (Germany) Working Group Strategy Lead: Hegan (Spain) Co-lead: PEMAS (Portugal) Working Group Technology Lead: ACA (Turkey) Co-lead: Hamburg Aviation Projects Projects Projects Projects Projects Projects Projects Projects
  14. 14. WHAT BENEFITS DOES EACP OFFER? Short-term B2B matchmaking Participation in EU-Research-Projects Quick and easy partner search Pool of contacts to 34 regions in 13 countries Long-term Better design of calls for proposals Funding programmes and procedures closer to reality Closer & harmonizedEuropean aerospace world
  15. 15. WHY SHOULD WE COOPERATE? Regional activities need to be coordinated better! Strong interaction on local level required Transparency  who offers which service (POC) Synergies (win-win)  Partner for clusters + members  Best Practice  Align H2020 + ESIF Save ressources  brokerage events  company missions  funding possibilities Identification of gaps  cross-sectoral cooperation
  16. 16. CROSS-CLUSTER & CROSS-REGIONAL COLLABORATION With the EACP we also established a best practice in the field of cross regional cluster cooperation. The EACP networking hub gives the European aerospace clusters a permanent platform for information exchange, policy studies and mutual cooperation. The EACP aims at initiating an active exchange of information and knowledge between all partners and at developing and realizing concrete steps for long-term trans-national cooperation between clusters and companies for a stronger and more competitive European position in the world aerospace markets. The EACP is organized as a partnership based on a Letters of Intent. It provides the opportunity for each member to participate in one or several working groups 16
  17. 17. EU FP7 CLUSTER PROJECT CARE 3 year CSA project, FP7, Cluster cooperation, SME & labs Goal: Promotion of research in ecologically efficient technologies and processes for the air transportation system Cooperation with 8 EACP cluster partners 17
  18. 18. Context Three main drivers : 1. Aeronautics research agenda 2. European cluster policy 3. Smart specialization of Regions Objectives 2020 and ICAO standards: • Reduction by 50% of carbon dioxide (CO2) • Reduction by 80% of NOx during take-off and landing and by 5g/kg fuel burnt under cruise conditions • Reduction by 50% of perceived noise • Aircraft recycling and green maintenance 24.11.2014 |Grant Agreement 286560 Page 18
  19. 19. Context And another « down-to-earth » driver : 4. SMEs do not innovate enough  to stay competitive on the long run  keep their position in the supply chain  Increasing workload for production and throughput to meet clients’ demand  Difficulty to hire RTD engineers  No time to think about RTD priorities and look for innovation funding at EU level 24.11.2014 |Grant Agreement 286560 Page 19
  20. 20. CARE General Objectives EUROPE must remain the leading territory for green air transport systems, to Increase competitiveness of European companies Increase the environmental living standard for European citizens Compete in global markets R+D+I oriented clusters must join forces, challenges will not be solved by aerospace Clusters alone and require cross-cutting collaborations Cluster members look for European partners and funds The EC and the regions are engaged in the definition of “smart specialisation” CARE can be considered as a “Regional input” for the European “Horizon 2020” research and innovation framework on green air transport. 24.11.2014 | Page 20 Grant Agreement 286560
  21. 21. CARE Challenges Four major technological challenges for aerospace research during the upcoming decade(s) in order to shape future competitive and sustainable European economic growth: 1. More energy efficient airborne systems: “greener” engines, lighter aero-structures, alternative fuels, more electric aircraft equipment, etc. 2. Eco-Design improving the environmental impact of the whole product life cycle 3. Greener Air traffic management; capabilities for "green" trajectories and missions 4. The territorial integration of air transport into an efficient and green multimodal transport system 24.11.2014 |Grant Agreement 286560 Page 21
  22. 22. CARE – Who ? The CARE Consortium: 9 EACP members, 1 SME, 8 Countries, 10 Regions Eskisehir Aviation Cluster 24.11.2014 | Page 22 Grant Agreement 286560
  23. 23. CARE – Who ? The CARE Consortium and International Partners 24.11.2014 | Page 23 Grant Agreement 286560
  24. 24. CARE Project Status Results ready to be shared (JAP) A methodology for the State of Play of Aerospace Clusters  A map of challenges for regional economic development (SWOT)  The constitution of an initial European CARE database composed of: 198 companies from the 8 countries 73 laboratories or universities The creation of a CARE community:  The manual of good practices  The Linkedin CARE tech platform launched  The TIGER started  The signature of MoU with several European and International clusters  The start of liaising actions with stakeholders from other sectors 24.11.2014 | Page 24 Grant Agreement 286560
  25. 25. Compendium of good practices Besides the technical collaboration on common technical challenges and on a harmonized research approach, the CARE project has generated a Compendium of Best Practices regarding Cluster management: Governance (interactions with local authorities) Organization R&D project building and monitoring Launching of structuring projects Communication (inside and outside the cluster) Internationalization Services to members Relationships with Education 24.11.2014 | Page 25
  26. 26. RESULT Cluster should focus their strategy on regional, national and international policies Cross-cluster /cross-sector and cross-regional Cluster networks are the base of international success Cluster help governments to implement their ambitious goals regarding Business development Economic growth Internationalization of regional actors Improvement and professionalization of services and goods Participation in R&D activities Visibility and connectivity sustainality 26
  27. 27. 27 Thank you very much for your attention! Carola Muschke Manager International Affairs Hamburg Aviation Carola.muschke@hamburg-aviation. com

×