1. Leonardo GhezziLeonardo Ghezzi

2. PIL Var. % tendenziale
0
-0,5
-1
-1,5
-2
-2,5
-3
Toscana Italia

3. 10-12
altabassa
Medio
bassa
Medio
alta
alta
Medio alta
Medio bassa
bassa
07-09
1736
555
432
325
616
303

4. 2012
% su valore complessivo % imprese che esportano nell'area
UE 15 38,1% 59,5%
Altra Europa 13,1% 53,0%
US e Canada 9,2% 39,1%
Medio Oriente 7,1% 29,3%
Cina e Hong Kong 5,7% 31,9%

6. Investimenti. Toscana
Valori assoluti in milioni di Euro
30
miliardi

7. Euro di valore aggiunto attivato da 1 Euro di export

8. Smart Specialisation,
KETS and cluster policies:
policy approaches and
examples
1
Martina Pertoldi
S3 Platform
SMAU/Toscana Technologica
Firenze, 10th July 2014

9. Agenda
What is Smart Specialisation (for)?1
2
3
What is the role of KETs and cluster policies in Smart
Specialisation?
Eye@RIS3. The S3Platform database on S3 priorities of
European Regions.
4 Policy approaches and examples.

10. Smart Specialisation
(National/Regional) Research and Innovation Strategies
for Smart Specialisation (S3) that are:
 - integrated,
 - place-based,
 - economic transformation agendas.
•“Innovation is not considered as a linear process that starts with research,
eventually leading to development, translated later into growth in the
territories that have more capabilities. Instead, it is the product of a
policy mix, including several bodies and stakeholders in which the
territories, their specificities and conditions are paramount.”
• Danuta Hübner (2009)
1

11. What is Smart Specialisation ?
• Evidence-based
• Entrepreneurial discovery
process
• Mobilisation of investments
and synergies across
different departments and
governance levels
• Outward looking and
• Source in
• Differentiation
• Priority setting
• Cross-sectoral links and
new market niches
• Not sectors but activities
• All forms of innovation

12. The role of KETs and cluster policies
in Smart Specialisation
2
as horizontal issues/priorities and policy delivery
instruments
• Green Growth: Eco-innovation & Energy efficiency
• Digital agenda: enabling knowledge flows throughout the territory (connected regions)
• Key Enabling Technologies (KETs): systemic potential to induce structural change
• Innovation-friendly business environments for SMEs
• Public sector innovation
• Stronger focus on financial engineering
• Public Procurement for market pull: pre-competitive PP to open new innovation friendly market niches
• Lifelong Learning in research and innovation: support knowledge triangle (KICs) and university-
enterprise cooperation
• Clusters for regional growth
• Research infrastructure/centres of competence
• Creativity and cultural industries: innovation beyond technology and outside manufacturing
• Social Innovation: new organisational forms to tackle societal challenges

13. KETs
 KETs are knowledge-intensive and associated with high R&D intensity, rapid
innovation cycles, high capital expenditure and highly-skilled employment.
 They bear enormous market potential:
• The overall global market volume will most likely increase from EUR 610 billion to EUR 945
billion.
 They are multidisciplinary, cutting across many technology areas with a trend
towards convergence and integration.
 KETs have been singled out by the European Commission in the proposal for the
new Cohesion Policy as one of the investment priorities of the European
Regional Development Fund (ERDF) as a relevant investment for the smart
growth of regions.
 KETs are seen as the route to new and better products and processes, capable of
generating economic growth and employment and strengthening the
competitiveness of the EU economy.
• KETs can spur innovation, increase productivity, give rise to new applications
and help tackle societal challenges.

14. SystemsApprocah
Interpendent
Variables
AnalyticalApproach
Independent
Variables
Social Model
Biological
Model
Machine
Model
NatureofInquiry
Nature of Organization
From:Markkula,M.,Pirttivaara,M.&Miikki,L.,2009&2013.Developedusing
theideasfrom:Gharajedaghi,J.,2006.SystemsThinkig:ManagingChaosand
Complexity.
Traditional
Organisation
Specific
Business
Plan
Success Factors:
Ecosystem thinking
Co-creation
Entrepreneurial Discovery
Effective use of KETs
Knowledge Triangle
(synergy between R&E&I)
Regional
Innovation Test-Bed /
Case Espoo Innovation Garden:
Technology linked with
Factories &
Living Labs &
Start-ups
KETs as the Real Enablers for Systemic
Change based on Smart Specialisation

15. Clusters
Clusters are highly relevant for smart specialisation.
However, the two concepts are not the same:
• clusters are potential elements of a regional innovation eco-system, while
smart specialisation policies are wider policies aiming at transforming this
eco-system.
• Smart specialisation aims at exploiting emerging linkages between
economic activities that can cut across traditional cluster
boundaries. This may or may not strengthen existing clusters, and in any
case should allow for new, emerging ones.
At the same time:
• Existing cross-border clusters can help develop the transnational
dimensions of smart specialisation strategies.
• Cluster initiatives can be key players in the entrepreneurial discovery
process.
•
• Clusters can be used as platforms to open innovation processes to new
interactions, beyond industrial productivity and efficiency.

16. S3Platform_Eye@RIS3
an online database of S3 priorities
• to identify their unique niches;
• to enable Regions to position
themselves in the EU;
• to seek out potential partners
for collaboration.
Some warnings:
• Data from peer reviews, expert assessment
reports, and national reports;
• Additional data can also be uploaded, and any
existing entries can be edited;
• Categories are not perfect matches, but allow
to understand how different regions focus
their priorities.
• Priorities are based on not up-to-dated
documents
3

17. Distribution of KETs-related priorities
Over two-thirds (66%) of all EU regions in the database
(and 9 out of 13 MS) have indicated KETs-related priorities.
Map 1: All Regions with registered
priorities (July 2014)
Map 2: Regions with KETs-related
priorities (July 2014)
The database includes data
on over 126 EU regions, 13
MS, and 17 non-EU
regions.

18. Regional KETs-related Priorities
Over 20% of all priorities encoded in EYE@RIS3 are
KETs-related.
These priorities fall in the following categories (a year-to-year change, 2013-
2014):
•• Advanced materials 53 priorities (+7%)
•• Advanced manufacturing systems 49 priorities (+48%)
•• Industrial biotechnology 47 priorities (+14%)
•• Photonics 10 priorities (+21%)
•• Micro/Nano-electronics 10 priorities (+21%)
•• Nanotechnology 7 priorities (-58%)

19. Policy approaches and examples4
 When these results are cross-checked with the Regional
Innovation Scoreboard or the Territorial patterns of innovation
in Europe (Espon KIT), one would notice that all types of
regions aim for KETs.
With regard to Kets and clusters, regions present different
approaches to address the key issue:
What kind of R& (broad) I activities and/or generic
technology(ies) can help to transform the existing economic
structure and to diversify the regional economy into higher
value added markets, modernise/rejuvenate or exploit
new/emerging economic activities?

20. Northern Netherlands (NL)
Cross-cutting KETs for integrated regional development
4.1
Smart innovation means to pursue:
• … Solutions that fit to the societal needs …
Composite innovations, bringing solutions to composite societal needs and challenges,
means:
•Involving society in the innovation process from the
earliest stage; Innovating in Living Labs, which directly shows the adoptation
and adaption of innovations, telling us if and how they add value to the larger society;
Innovations focussed on inclusive well being.
Source: Presentation by region Northern Netherlands , Bruxelles, March 2014.

21. Baden-Württemberg (DE)
Nurturing the Entrepreneurial Discovery Process
4.2
Source: Presentation by region Baden-Württemberg,Bruxelles ,October 2013
RegioWIN aims to initiate the
development and implementation of
strategic approaches towards smart
specialization at sub-regional level.

22. Flanders (BE)
From clusters to domain for Smart Specialisation
4.3
Source: Presentation by region Flanders at the S3 thematic workshop, Norrköping, April 2014
"A new approach based on value chains, clusters and systemic
projects.
Two axes: on the one hand, the already existing strong industrial
clusters focus on tackling the new global challenges;
the second axis focuses on the innovative power of new
industries such as micro-electronics,biotech or new materials."

23. Flanders (BE)
From clusters to domain for Smart Specialisation
4.3
Source: Presentation by region Flanders at the S3 thematic workshop, Norrköping, April 2014
Cluster- Roadmaps
–Technology driven (KET)
–Value Chains – crossover
Case: Transition
Sustainable Chemistry – Bio based Europe
–Largest petro-chemical cluster in Europe in Flanders; strong links with food,
building e.o. sectors; cross-border links with NL and DE
–Transition towards bio-based economy, but incomplete science base!
–How to become a world-class cluster in sustainable chemistry?
–Focus on strategic road mapping for a transition (also cross-border!)
Some instruments:
Shared vision between NL – NRW – Flanders
•KET Roadmap
•Lead companies : Procter Gamble, BASF,
Bayer, Afga, …
•Strategic Innovation Platform : FISCH
•Pilot plants
•Incubator
•DG REGIO : ERDF and Interreg
•JTI BBI (H2020)

24. Flanders (BE)
From clusters to domain for Smart Specialisation
Source: Presentation by region Flanders at the S3 thematic workshop, Norrköping, April 2014
Cluster- Roadmaps
–Technology driven (KET)
–Value Chains – crossover
Case: Emerging cluster
Nano-for-Health
– largest independent nano-electronics research institute in Europe;
technology platform for open innovation, but weak industrial cluster.
–Health: transition towards ‘personalised therapy’
–How to leverage this technology platform for these new application areas?
–Focus on the management of an emerging eco-system (cross-border!)
Some instruments:
•Strategic Research Centre : IMEC, VIB, ..
•Lead Companies : J&J ; specialised SMEs,
•Cluster organisations : DSP Valley,
Flanders Bio
•Living Lab : Health Care
•Demoprojects
•KET Roadmaps , Value driven roadmaps
•DG Research : AAL, CASA, DAA, …
•DG Enterprise project : Nano4Health
(interconnection with other cluster in Europe)

25. Grazie!
http://s3platform.jrc.ec.europa.eu
JRC-IPTS-S3PLATFORM@ec.europa.eu

26. RIS3:
“ The Smart Specialisation
as a strategy for the development of the regional economy”
Florence, 10th of July, 2014
RIS 3 in Languedoc-Roussillon
Raphaelle Lamoureux

27. Short presentation of the region Languedoc-
Roussillon
Basic facts

28. • Population : 2,6 million inhabitants - the highest population
growth in France (forecast : 3,3 million inhabitants in 2030)
• GDP/per inhabitant : about 75% of EU 27 average (Eurostat –
2011)
• Key figures of regional économy :
– Entreprises - Registered businesses : 127 570
– Services : 61 144
– Industry : 12 264
– Construction : 17 849
– Trade and repairs : 36 313
• Services : 503. 000 jobs
• Industry : 70, 000 jobs - 8% of jobs
• Firm size : SME : 95% < 10 employees
3
Basic Facts

29. Basic Facts
Languedoc –Roussillon : an average innovator
region
(Regional European Scoreboard - 2011 )
• 5 Universities, 95 000 students,
• 8000 researchers (5500 public),
• 10 research organizations
• A wide variety of research fields :
– Agronomy and environnemental sciences
– Health sciences
– ITC and engineering
– Chemistry
– Earth sciences and water
– Management and humanities
Expenditures of R. et D./GDP : 3%
(but 2/3 on public funds)
High Education and Public research

30. General overview of our RIS3
(+ see the website www.3s-en-lr.com)

31. 6
European
Benchmark
Workshops
Selection of 7 domains
A action plan and an organisation
for each domain
« entrepreunarial dynamics »
Place based analysis
www.3s-en-lr.com launch
40 domains - 23 indicators

32. DOMAINS OF INNOVATION
Languedoc-Roussillon
Coastal Economy Water - H2O
Industrial and
energetic
Transition
Advanced and targeted
therapies - diagnostic
(especially applied to chronic
diseases and ageing)
Bioeconomy on
mediterranean
and tropical
cultures
Biomarqueurs et Diagnostic médical
Entrepreneurship and Innovation
Smart systems,
data processing,
and visualization
of digital data
Large and small water
cycle:
Solutions for the joint
management of
resources, water re-use
Dismantling,
Decommissioning,
Demolition,
Disposal waste,
Separative technologies
Solar Concentration -
High solar performance
Biomarkers and diagnostic medical
Advanced and targeted therapies
Alternative medical
care/therapy
Smart systems/big data/
applications to the living,
to the environment and
smart territories
Creative industries
Innovative and
sustainable production
Recycling
Bioeconomy
Engineering: coast,
ports
Housing and building in
Mediterranean climate
Nautism - kite

33. STRATEGIC CLUSTER POLICIES FOR NEW GROWTH
SHAPING STRATEGIC PARTNERSHIPS FOR THE
TRANSFORMATION OF OUR ECONOMIES
The evolution of Cluster policies in the
Basque Country
Florence, 10th July 2014

34. Background

35. 3
Industrial Policy in the Basque Country: history and background
Basque Country has a long history defining economic development strategies over the past 35 years. The continuousness of plans and
strategies, responding to specific needs at each stage, have progressively sought modernisation, competitiveness, specialisation, diversification
and sophistication of the Basque economy based on existing capacities and exploitation of greatest potential opportunity areas.
The Basque Country has been at the forefront of the design and implementation of cluster policy since the early 1990s, when it embarked on a
strategy to transform its economy in response to deep economic crisis and high levels of unemployment. Policy responses were sought to
construct new competitive advantages, and the Basque government was a pioneer in the establishment of a Porterian cluster policy.
Technological Infrastructure Development
Europa 2020
Innovation Union
Common strategic framework
Smart Specialisation
Horizon 2020
Business Innovation Centers (BIC)
Regional Innovation Strategies (RIS)
1,2,3,4,5 Framework programme
Competitiveness Plan
2010-2013
PCTI 2015
1980 2020201020001990
PCTI 2010
Interinstitutional Plan
for the Economic
Promotion 2000-03
Plan for Business
Competitiveness and
Social Innovation
2005-2009
PCTI 2001-04
BioBasque Strategy
NanoBasque strategy
EnergiBasque strategy
Science,
Technology and
Innovation Plan
(PCTI)1997-2000
University Plan
2000-2003
University Plan
2007-2010
University Plan 2011-
2014
Basque Country Digital Agenda
2015
PESI 2010
Support R & D
business units
Science policy programme
The Basque
Country in the
Information
Society Plan
(PESI) 2002-
2005
PRAI
Euskadi 2015
Clusters Policy
Euskadi Europe Plan 93
Industrial
Technology
Plan 93-96
Technological
strategy plan
(PET)
Technological management
and innovation programme
(PGTI) 91-96
Industrial Policy Plan
96-99
Industrial Policy Plan
91-95
Performances Industrial Policy 1981-1991
SOFAD 1982-1989
ECTA1983-1987
Advanced Manufacturing
Sm
artSpecialisation
StrategyRIS3
Regional Innovation Strategies (RIS+)
Regional Innovation and Technology Transfer Initiatives
(RITTS)
6, 7 Framework programme
RIS3 strategies are a natural
extension of Basque
historical policies

36. 4
The Basque Country applies strategies for regional development since the 80s. The cluster policy and the specific cluster
associations that it supports have been remarkably stable during the more than twenty-year life of the policy and have run in
parallel to the different R&D strategies
Strategies for regional development
. During this time three key milestones can be identified:
•1992: Following a mapping of industrial sectors,
instruments were developed to support the development
of new associations based on the weight of the identified
clusters in the regional economy and to support the
strengthening of the existing ones. The first two cluster
associations were set up, from which another ten
followed in the subsequent years.
•2000: After almost a decade managing cluster
agreements, a thorough reflection took place to develop
a new framework which put more emphasis on the
strategic planning process of the cluster associations in
order to better align cluster logic and regional priorities.
•2009: There was a move to extend the policy to other
activities, beginning a ‘pre-cluster policy’ to identify and
develop new clusters. This new scheme was open to
existing sectoral associations providing specialized
services in markets or technology that voluntary wanted
to extend their range of actions to become full cluster
initiatives.
Source: The Basque Country Competitiveness Report 2013. Productive transformation for the future.
Orkestra

37. Outcome

38. 6
Competitive position
Similar in:
-Demographic structural aspects
-Economic and technological specialisation
-Business structure
The Basque Country is in a better relative position in result
indicators and determinants of competitiveness than in
indicators of intermediate performance.
Source: The Basque Country Competitiveness Report 2013. Productive transformation for the future. Orkestra

39. 7
Manufacturing sectors´ GVA evolution. Millions of current euros, %, 2005 and 2012
Impact of technological intensity
230
57
1,130
1,188
763
443
1,635
4,526
514
891
93
819
681
265
59
1,391
1,300
712
361
1,435
3,758
87
881
90
780
533
Computer products & electronics
Pharmaceutical products
Machinery & equipment
Transport equipment
Electrical equipment
Chemical industry
Rubber, plastic & other non-metallic
Metallurgy and metal products
Manufacture of coke and refined
petroleumproducts
Food industry, bevarages, tobacco
products
Textiles, clothing, leather and footwear
Timber, paperand printing &
reproduction
Furniture and other manufacturing
2005 2012
Medium-high-
technology industries
Medium-low-
technology industries
Low-technology
industries
High-technology
industries+15.5%
+3.0%
+23.1%
+9.5%
-6.6%
-18.5%
-12.2%
-17.0%
-83.1%
-1.2%
-4.0%
-4.8%
-21.8%
The Basque Country is an innovation follower according to the Regional Innovation Scoreboard. Medium-low technology
intensity activities (OECD 2011) represent the 45% of manufacturing GVA, medim-high technology industries the 34%, low
technology industries 20% and high intensity industries reach up to 2%

40. 8
Energy
Machine tools
Electronics
& ICT
Environment
Life Sciences Paper
Forge &
Stamping
Metallurgy
Casting
Final user
sectors
Supplying
sectors
Household
appliances
Transport Furniture
Hand tools
Cluster based industrial structure for a manufacturing oriented approach
The existing policy today supports 12 priority clusters associations and 10 pre-clusters. Financial support from the
Government is around 2.5 M€/year.
A key concern in undertaking a modernisation of the policy is with how best to use clusters to align Basque industry with a strategy
of re-industrialization through upgrading the higher added value manufacturing activities

41. Cluster Policy 2.0

42. 10
• New challenges are pressing, related to the need to transform Basque industry towards higher-value and
more radically innovative activities and to stem the renewed de-industrialisation processes of recent years.
• We are in the task of reviewing not only the temporary scheme launch in 2009, but the very own role of
clusters associations and development instruments as multipliers of competitiveness in the new scenario.
• All of this points towards the need to modernise a cluster policy that has been in place for a long period of
time and comes with considerable inertias.
Now in 2014 we find ourselves at a critical moment for reflection and change.
26% 25% 24% 23%
19% 20% 20% 20%
2005 2006 2007 2008 2009 2010 2011 2012
Percentage of manufacturing GVA GDP
51
54
59
61
58 59 60 59
CARG 05-12
-1.5%
CARG 05-12
2.2%
24% 24% 24% 23% 22% 21% 21%
2005 2006 2007 2008 2009 2010 2011
Percentage of people employed in the manufacturing sector People employed
979 1,002
1,030 1,034
998 898 997
CARG 05-11
-2.7%
CARG 05-12
0.0%
Encouraging regional structural change through clusters

43. 11
The response to these challenges is strongly connected with an emergent RIS3 strategy that emphasises cross-cutting
synergies that are no necessarily well-served by the existing cluster policy.
•Main priorities meet different profile fields that together constitute a solid proposition, diversified and complementary. Priorities are not isolated
elections, but a balanced strategy that combines a cross-cutting priority to various sectors in which the Basque Country has strong expertise and
capacities (Advanced Manufacturing), and key sectorial area in the Basque Country (Energy) combined with commitment in a diversification field in
search of a high-tech businesses with high growth potential (Biosciences).
Bioscience
s
Advanced
Manufacturing
Energy
BUSINESS SECTORS
Health
and
ageing
Energychallenge
clean,cheap,forall,
etc..
Clim
ateChangeand
Sustainability
Urbanisation
and
Mobility
AREAS
OF
OPPORTUNITY
Biotecnol.
Microtecnolog
Nanotecnolog.
Materials
Means
Processes
Systems
Tecnologies
Advanced
m
anufacturing
CPS
ICT
Materials
SCIENTIFIC
AND
TECHNOLOGICALCAPACITIES
IN
KEY
ENABLING
TECHNOLOGIES
Health
•Personalized
Medicine
•Medtech
Energy
•Generation
•Transmission and distribution
•Power electronics and capital
goods
•Commercialition
Transport
•Automotive
•Aeronautics
•Railroad
•Naval
Machine
tool
Metal Agro
industry
Environm
ental
Advanced
services
RIS3 priorities of the Basque Country
CRITERIA FOR DEFINING SMART
SPECIALISATION PRIORITIES IN
THE BASQUE COUNTRY
•Be supported by identifiable
strengths:
• A competitive business sector
with the ability to exploit
innovations and invest in
their development.
• Differential technological and
scientific capabilities.
•Address challenges in which
Basque Country has capacity to
provide knowledge-based
solutions.
•Count on support tools (strategies,
support programmes, etc.).

44. 12
Advanced
Manufacturing
Health
•Personalized
Medicine
•Medtech
Energy
•Generation
•Transmission and distribution
•Power electronics and capital goods
•Commecialization
Transport
•Automotive
•Aeronautics
•Railroad
•Naval
Machine
tool
Meta
l
Agro
industry
Environm
ental
Advanced
services
BUSINESS SECTORS
Health
and
ageing
Energychallenge
clean,cheap,forall,
etc..
Clim
ateChangeand
Sustainability
Urbanisation
and
Mobility
AREAS
OFOPPORTUNITY
Biotecnol.
Microtecnolog
Nanotecnolog.
Materials
Means
Processes
Systems
Tecnologies
Advanced
m
anufacturing
CPS
ICT
Materials
SCIENTIFIC
AND
TECHNOLOGICALCAPACITIES
IN
ENABLING
TECHNOLOGIES
Based on whole cross-sectorial coverage, on the strong industrial tradition in the Basque Country, on the compared
strength of a diverse business sector and on the existence of important technological capabilities related to manufacturing.
• High specialisation in the industrial sector (126% compared to UE 15), highlighting: metallurgy,
transportation, machinery and equipment, energy, in general. Sectors with medium –level technology.
• Greater productivity in industrial sector and larger weight in R&D
• Existence of strong manufacturing clusters (automotive, aerospace, machine - tool ....), with an
exporting profile and competitive (in terms of share of global exports).
• Reality of a ICT and electronics cluster with potential capabilities to incorporate these cross sectorial
technologies in manufacturing business sectors
• Clusters with an "ecosystem“ comprised of SMEs, tractor companies, multinationals and scientific-
technological agents.
• Consistency in industrial policy and wide range of support tools.
• Research capabilities in all types of agents of
the RVCTI *
• Main area in industrial strategic research
projects in the last five years
• High specialisation in Advanced
Manufacturing of a number of Basque
research centers **
• CIC marGUNE as a specific center oriented to
the coordination of Advanced Manufacturing in
the metal-mechanical field.
• Higher concentration of R&D business units
(about 55% of all business units accumulating
70% of business sector research in R&D units)
• Experience incorporating enabling
technologies in products and services
• R&D + innovation Advanced Manufacturing
strategy focused in areas such as automation,
intelligence, materials, efficiency and emergent
capabilities.
• Sustainability-related elements that act as
driver in the manufacturing industry:
• Efficient use of resources
• Process efficiency (in process design
and energy)
• Reducing the overall environmental
impact of the activities
• Creation and use of new materials
• New ways of manufacturing (3D, …)
• Smart mobility solutions adapted to the
needs and lifestyle of the future
• Design and manufacturing of products that
enable sustainable and intelligent
development of large urban agglomerations
* RVCTI: Red Vasca de Ciencia,
Tecnología e Innovación – Basque
Science , Technology and Innovation
Network
** In the analysis were included Tecnalia
Corporation, IK4 Alliance and CICs.
Advanced Manufacturing

45. 13
Advanced
Manufacturing
Agency
R&D&I
agents
Advanced Manufacturing Technolgies
Advanced Materials Nanotechnologies Microtechnologies ICTBiotechnology
Unidades
I+D empr.
Final user
sectors
Energy
Life
Sciences Other
sectors
Transport
Materials
production
Production
means and
systems
Supplying
sectors
Primary
transformation
Advanced
services
Advanced Manufacturing. Cluster integration

46. 14
Strategic goals
SG5. To support education and practical training in
technology and management systems related to advanced
manufacturing
SG1. To help basque
companies to move
towards more knowledge
intensive and higher
value-added
manufacturing activities
SG4. To promote
collaboration and
support to
accelerate the
industrialization of
R&D&i results in
Manufacturing
SG2. To promote a
structured
multidisciplinary
and technological
convergence to
develop
manufacturing
capabilities and
"best in class“
solutions,
optimizing existing
resources
SG3. To integrate value chains in order
to meet the advanced manufacturing
challenges by adding the unique
capabilities of each sector and its
companies
kets
global value chains
scaling up
social innovation
added value
Advanced Manufacturing. The challenge
To buid bridges between different value chains and better exploit the transformative potential of cross-cutting technologies

47. 15
A sectorial choice that seeks to strengthen a industrial sector that combines all links in the value chain, globally competitive,
and that must find answers to highly strategic challenges that provide opportunities at local and international level.
• The energy sector is a key field, representing more than 6% of the total GVA of the Basque Country
(17% of the industrial sector).
• The energy sector has 8 of the 25 largest companies in the Basque Country. It also comprises more
than 350 companies and R&D agents.
• Sector with significant presence abroad, export share and research activity.
• Basque companies oriented to global market niches with a relatively attractive competitive position.
• The existence of Energibasque strategy oriented to coordinate technological and industrial development,
and various support tools. This strategy focuses in areas where capabilities and potential are combined:
smart grids, energy storage, wind energy, thermal energy, tidal / wave power, transport electrification.
• Energy companies generate 35% of revenues in the Basque Country, whilst retaining 58% of its R&D
activity.
Energy
Health
and
ageing
Energy
challenge
clean,cheap,
forall,etc..
Clim
ateChange
and
SustainabilityUrbanisatio
n
and
Mobility
AREAS
OFOPPORTUNITY
Biotecnol.
Microtecnolo
g
Nanotecnolog.
Materials
Means
Processes
Systems
Tecnologies
Advanced
m
anufacturing
CPS
ICT
Materials
SCIENTIFIC
AND
TECHNOLOGICALCAPACITIES
IN
ENABLING
TECHNOLOGIES
Health
•Personalized
Medicine
•Medtech
Energy
•Generation
•Transmission and distribution
•Power electronics and capital
goods
•Commecialization
Transport
•Automotive
•Aeronautics
•Railroad
•Naval
Machin
e toola
Metal Agro
industry
Environ
mental
Advanced
services
BUSINESS SECTORS
• Research capabilities in all types of agents of
the RVCTI
• Main focus market in strategic research
projects (18% of centres and CICs
researchers are devoted to this sector)
• R&D effort of business sector
• Basque Country has a number of technology
centres specialised in Energy and cooperative
research centre, CIC Energigune dedicated to
research in energy storage.
• R&D business units (20% approx.) linked to
Energy.
• Challenges related to a cleaner and safer
energy, but also a cheaper one:
• Evolution of renewable energies
• Energy storage
• Opportunities resulting from the
automatization of distribution network and
energy transport. (smart grids)
• Solutions to ensure universal access to
energy.
• Efficient and sustainable energy solutions
for mobility and urban agglomerations.
• Efficient use of energy resources concerning
demand.
Energy

48. 16
STRATEGY,
STRUCTURE
&RIVALRY
ENTITIES FOR
COLABORATION
GOVERNMENT
FACTOR
CONDITIONS
DEMAND
CONDITIONS
RELATED
AND SUPPORTED
INDUSTRY
Energy. Consolidated Cluster

49. 17
17
Public – Private
Coordination
Sectoral
positioning
analysis
Outreach
R&D
International
isation
Education
Resources
Associates
Basque
Government
Other
segments of
interest
ACTIVITIES VALUE
PROPOSITION
ADRESSED
SEGMENTS
Innovation
International
strategy
Value chain
integration
Energy. The challenge
The World Class Cluster business model
- Regional integration:
- Customised SME support
- Driving companies
anchorage
- Local added value to
multinationals
- International strategy:
- Cross-border bridge building
- Cross-sectoral collaboration:
- Specialization patterns
diversification
- Near-market cluster-led
demonstrators:
- De-risking the scaling-up
- User-driven approach
- Bringing together all
relevant public and private
players

50. 18
Based on a sustained commitment where important investments have been made in the creation of new high-level skills that
open “windows of opportunity” in new economic sectors and market niches for existing businesses and start-ups.
• It is an emerging activity with rapid growth in the number of companies, and with some
examples of success an creation of business groups within the sector, with international
presence.
• Companies with a high component of R&D.
• Orientation to human health, and with minor application to food industry and industrial /
environmental industry, and opportunities to deepen in its application in this fields.
• There are opportunities for diversification of certain industrial base traditional sectors
(machine tool, rubber and plastic, metal components, etc.).
Bio
Sciences
Health
and
ageing
Energy
challenge
clean,cheap,for
all,etc..
Clim
ateChange
and
SustainabilityUrbanisation
and
Mobility
AREAS
OFOPPORTUNITY
Biotecnol.
Microtecnolog
Nanotecnolo
g.
Materials
Means
Processes
Systems
Tecnologies
Advanced
m
anufacturing
CPS
ICT
Materials
SCIENTIFIC
AND
TECHNOLOGICALCAPACITIES
IN
ENABLING
TECHNOLOGIES
Health
•Personalized
Medicine
•Medtech
Energy
•Generation
•Transmission and distribution
•Power electronics and capital
goods
•Commercialization
Transport
•Automotive
•Aeronautics
•Railroad
•Naval
Machine
tool
Metal Agro
industry
Environ
mental
Advanced
services
BUSINESS SECTORS
• Facilitate health management (prevention,
diagnosis, personalisation in care and
treatment, incorporating new technologies,
etc..), to address issues related to
progressive ageing of population.
• Promoting the sustainability of health
systems to meet the demands and
requirements of people.
• Contribute to the improvement of quality of
life through other elements (not specifically
healthcare)
• New environmental management
techniques
• Design of more efficient and sustainable
industrial processes.
• Significant results generating new world-class
capabilities related to biotechnology and
nanotechnology.
• Creation of specialised centres: CIC
bioGUNE, CIC biomaGUNE, CIC nanoGUNE,
CIC microGUNE.
• Improving and strengthening the research and
traction capacity of the health system.
• Orientation of micro-technology activity to
the health sector.
• Use of materials technologies for development
of new products in health sector.
• Agri-food research centres that have
incorporated enabling technologies in their
development.
Biosciences

51. 19
19
Service Provision
Diagnostics
Therapeutics
Other
Medical devices
Advanced materials
Software
Biosciences. Emerging cluster

52. 20
Biosciences . The challenge
Taking into account the specific features of
emerging industries, such as high technological
intensity, global market orientation, mostly newly
based companies and capital intensive
businesses, cluster services should address:
• Intellectual property protection
• Professional investor analysis
• Design of bundled offerings
• Access to international markets
• Out / In-licensing
• Leverage capacities to outsourcers
• Cross pollination
Shaping the value chain

53. 21
CRISTINA OYON
Responsable de Iniciativas Estratégicas
Head of Strategic Initiatives
Alda. de Urquijo nº 36
48011 BILBAO Bizkaia
Tel.: 944037055
cristina@spri.es
www.spri.es

54. SMART SPECIALISATION STRATEGYSMART SPECIALISATION STRATEGY
IN TOSCANAIN TOSCANA
EMANUELE FABBRI
Laboratorio RIS3:
La smart specialisation come strategia per lo
sviluppo dell'economia regionale
Firenze 10/07/2014

55. Orientamenti comunitariOrientamenti comunitari

56. Orientamenti comunitariOrientamenti comunitari

57. Verso la RIS3 in Toscana (1/2)Verso la RIS3 in Toscana (1/2)

58. Verso la RIS3 in Toscana (2/2)Verso la RIS3 in Toscana (2/2)

59. Versione preliminareVersione preliminare
DGR n.478/2014DGR n.478/2014

60. PrioritPrioritàà tecnologichetecnologiche
“..bacini di competenze nei quali la Toscana esprime eccellenze
scientifiche, competenze tecnologiche, infrastrutture di ricerca ed un
tessuto produttivo in grado di valorizzare specifici investimenti strategici
con ampie ricadute sul territorio.”
Priorità ICT e Fotonica
Priorità Fabbrica Intelligente
Priorità Chimica e nanotecnologia

61. Roadmap Ricerca e sviluppoRoadmap Ricerca e sviluppo
Priorità ICT e Fotonica
Internet of the things and services;
Fotonica ed ICT per applicazioni medicali, industriali, civili;
Applicazioni fotoniche e ICT per aerospazio.
Priorità Fabbrica Intelligente
Sviluppo soluzioni di automazione e meccatronica per il sistema manifatturiero;
Sviluppo soluzioni energetiche;
Sviluppo soluzioni robotiche multisettoriali.
Priorità Chimica e nanotecnologia
Sviluppo soluzioni tecnologiche integrate per la salute (nano/opto/farma);
Sviluppo nuovi materiali per il manifatturiero;
Sviluppo soluzioni per l’ambiente ed il territorio.

62. Roadmap InnovazioneRoadmap Innovazione
Priorità ICT e Fotonica:
Applicazioni e servizi per la città intelligente;
Piattaforme e servizi per il turismo e commercio;
Piattaforme e servizi per l’industria ed il trasferimento tecnologico;
Priorità Fabbrica Intelligente:
Processi ecosostenibili;
Soluzioni di progettazione avanzata;
Trasferimento tecnologico tra robotica medicale, bio-robotica, applicazioni
multisettoriali;
Priorità Chimica e nanotecnologia:
Innovazione ed implementazione soluzioni tecnologiche sui nuovi materiali in
ambito manifatturiero;
Innovazione ed implementazione soluzioni tecnologhe per la prevenzione,
diagnosi e cura della persona;
Innovazione ed implementazione soluzioni tecnologiche per l’ambiente il
territorio e l’agricoltura sostenibile;

63. Interventi di sistemaInterventi di sistema
Priorità ICT e Fotonica:
Diffusione della banda larga;
Sostegno all'offerta di servizi on-line interoperabili integrati della P.A. – piattaforme digitali Interventi a
sostegno dello scambio di servizi qualificati (KIBS);
Potenziamento del sistema di incubazione ed infrastrutture di trasferimento tecnologico
Sviluppo soluzioni di mobilità urbana sostenibile;
Valorizzazione patrimonio culturale e sistema museale;
Sviluppo piattaforme ICT per la promozione e il miglioramento dell’offerta turistica e servizi turistici;
Priorità Fabbrica Intelligente:
Diffusione della banda larga (Agenda digitale);
Sostegno all'offerta di servizi on-line interoperabili integrati della P.A. – piattaforme digitali
Interventi a sostegno dello scambio di servizi qualificati (KIBS);
Potenziamento del sistema di incubazione ed infrastrutture di trasferimento tecnologico;
Sviluppo soluzioni di efficientamento energetico e di riconversione industriale;
Sviluppo soluzioni organizzative per il recupero della materia;
Priorità Chimica e Nanotecnologia:
Integrazioni e partnership per lo sviluppo di tecnologie integrate per la salute;
Integrazioni e partnership per lo sviluppo di tecnologie integrate per l’ambiente il territorio e l’agricoltura
sostenibile ed intelligente;
Interventi a sostegno dello scambio di servizi qualificati (KIBS);
Potenziamento del sistema di incubazione ed infrastrutture di trasferimento tecnologico;

64. Introduzione del concetto di impresa dinamica;
Introduzione del concetto di investimento strategico;
Concentrazione tematica delle attività di ricerca e sviluppo;
Demarcazione tra innovazione e ricerca;
Adozione di iniziative di sistema;
Individuazione di specifici interventi di contesto;
Filiere interne e domanda interna;
Agenda Digitale come parte integrante della RIS3;
RIS3: elementi caratterizzantiRIS3: elementi caratterizzanti

65. RIS3: cluster policy e mercatiRIS3: cluster policy e mercati
internazionaliinternazionali
Razionalizzazione del sistema del trasferimento tecnologico
- Divulgazione tecnologica;
- Intelligenza economica;
- Business matching.
Massima integrazione delle politiche
- Poli di innovazione e servizi qualificati;
- Catalogo servizi qualificati con servizi per l’internazionalizzazione;
- Opportunità per integrazione interventi FSE e FESR;
Partnership con i sistema del credito
-Maggiore facilità di capitalizzazione dei risultati della ricerca;

66. Grazie per l’attenzione!
emanuele.fabbri@regione.toscana.it
Laboratorio RIS3:
La smart specialisation come strategia per lo
sviluppo dell'economia regionale
Firenze 10/07/2014

67. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
L’attivit`a innovativa in Toscana
Michele Benvenuti
Banca d’Italia - Sede di Firenze
Laboratorio RIS3
Firenze, 10 luglio 2014

68. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Agenda
1. Innovazione, produttivit`a e crescita
2. La metrica dell’innovazione
3. La situazione dell’Italia
4. L’innovazione in Toscana

69. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Il declino: fatti stilizzati
Nell’ultimo ventennio la dinamica del PIL in Italia `e
stata inferiore a quella di altri paesi industrializzati.
Il ritardo nel PIL `e imputabile pi`u all’andamento del
PIL pro capite che a quello della popolazione.
Il ritardo nel PIL pro capite `e imputabile pi`u al
prodotto per occupato che al tasso di occupazione e
alla quota di popolazione in et`a da lavoro.
Il ritardo nel prodotto per occupato dipende solo
parzialmente dalla dotazione di capitale per addetto.
In ultima istanza il ritardo nel PIL `e legato alla
dinamica della produttivit`a totale dei fattori, a sua
volta funzione del progresso tecnico.

70. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Il legame tra innovazione e produttivit`a
Early work on the sources of productivity
growth revealed that growth in capital and labor
explained less than half of such growth in the
United States and many other countries. The
remainder (the “residual”) was ascribed to
technical change and a large literature grew up that
attempted to find measures for technical change
(improvements in capital and labor quality, R&D
activities, and so forth) and use these measures to
try to explain the residual growth in productivity.
Innovation and Productivity, NBER Working Paper
Bronwyn H. Hall

71. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
L’idea di innovazione: confini e tassonomia
Definizione operativa (Oslo manual): “the
implementation of a new or significantly improved
product (good or service), or process, a new marketing
method, or a new organisational method in business
practice, workplace organisation or external relations”.
Idea: l’attivit`a innovativa `e condotta dalle imprese e dal
settore pubblico, si svolge in un determinato contesto
(environment), richiede uno sforzo (input) e produce un
risultato (output).

72. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
L’idea di innovazione: le dimensioni
Environment
Capitale umano: diffusione titoli di studio, qualit`a della
didattica e della ricerca universitaria.
ICT: diffusione e costi accesso a Internet, uso dell’ICT
da parte di famiglie, imprese e PA.
Regolazione: costi e tempi per l’avvio di nuove attivit`a,
protezione degli investitori, enforcing dei contratti
(efficienza del sistema giudiziario).
Finanza: presenza di intermediari specializzati (venture
capitalist, business angel), accesso ai mercati borsistici.
Input
Composizione della forza lavoro
Networking con altri soggetti privati o pubblici
Spesa R&D privata e pubblica
Output
Diffusione di imprese innovative
Adozione di strumenti per la protezione della propriet`a
intellettuale

73. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Il confronto internazionale
Dove “perdiamo”:
Diffusione e utilizzo del web
Contesto regolamentare
Strumenti finanziari
Istruzione forza lavoro
Networking
Spesa (privata) in R&D
Dove “pareggiamo”:
Quantit`a e qualit`a dei research paper
Diffusione di imprese innovative
Marchi e design
Benvenuti, Casolaro e Gennari, Occasional paper, Banca
d’Italia, 2013.

74. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Radici e possibili rimedi
Punti di intervento:
Frammentazione sistema produttivo: dimensione
aziendale ostacolo ad assumere costi e rischi R&D.
Carenza di capitale umano: nelle funzioni manageriali,
nella ricerca; eccessiva flessibilit`a ostacolo agli
investimenti in formazione.
Carenza di risorse finanziarie: scarsamente diffuso il
capitale azionario.
Modesti risultati dalle risorse pubbliche: necessit`a di
migliorare disegno e gestione degli incentivi.
Bugamelli, Cannari, Lotti e Magri Occasional paper, Banca
d’Italia, 2012.
http://www.bancaditalia.it/studiricerche/convegni/atti/
innovation-in-Italy

75. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
La situazione in Toscana
Il quadro `e analogo a quello italiano:
La spesa in R&D `e limitata; vi incide il peso ridotto
di settori ad alta tecnologia.
L’impiego di fondi europei `e, in termini pro capite,
pi`u elevato della media nazionale.
Una impresa su tre ha introdotto innovazione di
prodotto o di processo.
Protezione della propriet`a intellettuale:
Brevetti: meno dell’Italia, ma dipende dalla
struttura.
Marchi: meno dell’Italia, a causa di una minore
propensione.
Design: pi`u dell’Italia, ma solo per la struttura, non
per la propensione.

76. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Questioni aperte
L’applicazione della metrica all’Italia conduce a una
valutazione largamente insoddisfacente, da tanti punti di
vista, della capacit`a di innovare del sistema economico. La
via d’uscita (autoindulgente) poggia su due spiegazioni
vicine tra loro:
S`ı, ma data la specializzazione settoriale la nostra
innovazione `e differente. Quanto `e convincente la storia
dell’innovazione incrementale?
S`ı, ma la nostra capacit`a competitiva si fonda su
elementi diversi da quelli qui misurati. Quanto `e
(ancora) convincente la storia del volo del calabrone?
In generale la lettura della capacit`a innovativa - e la connessa
attivit`a di policy - dovrebbe porsi laicamente rispetto
all’assenza attuale di un paradigma prevalente di sviluppo.

77. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Grazie per l’attenzione

78. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Scomposizione del PIL
PIL =
PIL
popolazione
· popolazione
PIL
popolazione
=
PIL
occupati
·
occupati
pop.attiva
·
pop.attiva
popolazione
PIL
occupati
= progresso tecnico ·
capitale
occupati
a

79. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
La produttivit`a
Figura 9.1
Dinamiche della produttività nei maggiori paesi
dell’area dell’euro: totale economia
(indici 1993=100)
(a) produttività del lavoro (1) (b) produttività totale dei fattori (2)
90
100
110
120
130
140
'93 '95 '97 '99 '01 '03 '05 '07 '09 '11
Italia
90
100
110
120
130
140
'93 '95 '97 '99 '01 '03 '05 '07 '09 '11
Fonte: Eurostat, National accounts e Ocse.
(1) Valore aggiunto ai prezzi base per ore lavorate; quantità a prezzi concatenati; cfr. nell’Appendice la sezione: Note metodologiche. –
(2) Contributo alla crescita del prodotto, non spiegato dalle dinamiche dei fattori lavoro e capitale; cfr. nell’Appendice la sezione: Note
metodologiche.
Tali dinamiche sono il risultato di varie determinanti. Analisi su dati dell’OCSE
indicano che, in Italia, il contributo derivante dalla riallocazione della produzione verso
le imprese e i settori più efficienti è inferiore rispetto agli altri principali paesi avanzati, a
causa di una più restrittiva regolamentazione dei mercati dei beni, dei servizi e dei fattori
produttivi e di un contesto istituzionale meno favorevole all’attività imprenditoriale.

80. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Web: diffusione e utilizzo
IT FR GE SP SW
Web access indicators
% of broadband subscribers (left)
% of individuals using Internet (left)
Fixed subscription cost (% of GPD PC, right)
0102030405060708090100
00.20.40.60.811.21.4
IT FR GE SP SW
Web usage indicator
ICT use and government efficiency
Impact of ICT on accesses to basic services
Extent of business Internet use
01234567
01234567

81. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Contesto regolamentareITFRGESPSW
Doing business areas (world ranking)
Overall
Starting a business
Getting credit
Protecting investors
Enforcing contracts
0 20 40 60 80 100 120 140 160 180
ITFRGESPSW
Doing business areas (world ranking)
Resolving insolvency
Paying taxes
Trading across borders
Registering property
Dealing with construction permits
Getting electricity
0 20 40 60 80 100 120 140 160 180

82. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Finanza per l’innovazione
IT FR GE SP SW
Venture capital and business angels
Venture capital, % GDP (left)
Business angels, no. (right)
00.0250.050.0750.10.125
0153045607590
IT FR GE SP
Stock capitalization (% GDP)
01530456075
01530456075

83. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Forza lavoro: istruzione e addetti R&D
IT FR GE SP SW
Work force: graduates and R&D personnel
Graduates, % (left)
R&D personnel, % (right)
0510152025303540
02.557.51012.51517.520
IT FR GE SP SW
R&D personnel by sector (%)
All sectors
Business enterprise
Government
Higher education
00.511.522.53
00.511.522.53

84. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Networking
IT FR GE SP SW
Enterprises engaged in cooperation (%)
Any form
Consultants, comm. labs, private R&D
Universities, higher education inst.
Government, public research inst.
0510152025303540
0510152025303540
IT FR GE SP SW
Co-publications
0500010000150002000025000
0500010000150002000025000

85. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Spesa in R&D e fonti di innovazione
IT FR GE SP SW
HERD financed by industry (%)
02.557.51012.515
02.557.51012.515
IT FR GE SP
Sources of innovation (%)
Within enterprise/group
Suppliers
Customers
Competitors
0102030405060
0102030405060

86. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Produzione di ricerca universitaria
IT FR GE SP SW
Universities in top 500
0510152025303540
0510152025303540
IT FR GE SP SW
Research paper indicators
Number of pubblication (x1,000, left)
Citations per document (right)
0255075100125150
00.250.50.7511.251.51.752

87. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Diffusione imprese innovative
IT FR GE SP SW
Enterprises engaged in innovative activity (%)
Overall
Small
Medium
Large
0102030405060708090100
0102030405060708090100
IT FR GE SP SW
Enterprises engaged in technological innovative activity (%)
Overall
Small
Medium
Large
0102030405060708090
0102030405060708090

88. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Protezione propriet`a intellettuale
IT FR GE SP SW
Patents
Patents per 100,000 workers (left)
Triadic patents, % (right)
050100150200250300
036912
IT FR GE SP SW
Trademarks and industrial designs
Trademarks per 1,000,000 pop. (left)
Industrial designs per 1,000,000 pop. (right)
050100150200250300
0255075100125150175

89. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
R&D
Ciò è dovuto alla minore presenza in settori a più alta concentrazione di ricerca e svi-
luppo: secondo l’Archivio statistico delle imprese attive (ASIA) dell’Istat la percen-
tuale di addetti in settori ad alta tecnologia è in Toscana largamente inferiore a quella
del Centro (2,4 per cento, contro il 4,3). Analogamente, gli investimenti in ricerca e
sviluppo nel 2009 rappresentavano l’1,2 per cento del prodotto, un valore inferiore
alla media del Centro (fig. 1.5b).
Figura 1.5
Input del processo di innovazione
(valori percentuali)
(a) Ricercatori e addetti ricerca e sviluppo (1) (b) Spesa in ricerca e sviluppo (2)
0,0
0,5
1,0
1,5
2,0
Quota ricercatori Quota addetti R&S
0,0
0,5
1,0
1,5
2,0
Toscana
Centro
Italia
0,0
0,4
0,8
1,2
1,6
R&S imprese R&S pubblica R&S totale
0,0
0,4
0,8
1,2
1,6
Toscana
Centro
Italia
Fonte: Eurostat. Cfr. la sezione: Note metodologiche.
(1) Quota sul totale addetti; dati riferiti al 2010. – (2) In percentuale del PIL; dati riferiti al 2010.
I progetti realizzati a livello nazionale e regionale con l’utilizzo di fondi europei
rappresentano un importante strumento di finanziamento pubblico dell’attività inno-
vativa delle imprese, singolarmente o in partnership con enti di ricerca pubblici e pri-
vati. Utilizzando la banca dati OpenCoesione del Ministero dello Sviluppo economi-
co (cfr. la sezione: Note metodologiche), emerge che la regione è stata destinataria per il
periodo di programmazione 2007-2013 del finanziamento di 828 progetti, per un
ammontare totale di risorse pubbliche pari a circa 410 milioni di euro (tav. a16).

90. L’attivit`a
innovativa in
Toscana
Michele Benvenuti
Banca d’Italia -
Sede di Firenze
Innovazione,
produttivit`a e
crescita
La metrica
dell’innovazione
La situazione
dell’Italia
L’innovazione in
Toscana
Conclusioni
Protezione propriet`a intellettuale
Tra il 2003 e il 2011 le imprese industriali e delle costruzioni toscane hanno
presentato 6.973 domande di registrazione di design presso l’UAMI, una media di
circa 15,1 domande per 1.000 addetti. L’intensità di produzione è superiore sia alle re-
gioni del Centro, sia a quella dell’intero paese (rispettivamente, 13,3 e 13,5). Le do-
mande provengono per quasi l’85 per cento dall’industria tradizionale.
Tavola 1.1
Scomposizione della differenza nell’intensità innovativa (1)
(valori percentuali)
AREA
Differenza dalla
media nazionale Effetto efficienza Effetto struttura Effetto allocativo
Brevetti per migliaia di addetti
Toscana -0,53 0,09 -0,48 -0,14
Centro -0,46 -0,10 -0,32 -0,04
Marchi per migliaia di addetti
Toscana -0,25 -0,49 0,55 -0,31
Centro -0,56 0,46 -0,82 -0,20
Design per migliaia di addetti
Toscana 1,52 -1,41 3,10 -0,17
Centro -0,25 -1,17 1,12 -0,20
Fonte: elaborazione su dati Istat, Patstat e Unioncamere – Dintec, Osservatorio brevetti, marchi e design. Cfr. la sezione: Note metodo-
logiche.
(1) La scomposizione effettuata sui brevetti include soltanto quelli depositati dalle imprese.
L’intensità del ricorso a brevetti, marchi e design è fortemente influenzata dalla
struttura settoriale. La tavola 1.1 riporta la differenza tra il dato regionale per addetto
e quello nazionale scomposto in tre parti: l’effetto efficienza, che misura la capacità
innovativa della regione assumendo la composizione settoriale dell’Italia, l’effetto
struttura (industry mix), che è dovuto alla specifica composizione settoriale regionale, e
quello allocativo, che misura la correlazione tra i primi due effetti. Nel caso dei bre-