UNIVERSITY-BUSINESS COOPERATION FINDINGS AND EXAMPLES FROM THE EU FH JOANNEUM Christian Friedl & Thomas Schmalzer

AGENDA

• Recent findings on University-Business cooperation in Europe • The Triple-Helix-Model • The UBC ecosystem model and its different levels • Practical Examples from a European University of Applied Sciences (FH JOANNEUM, Austria)

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UNIVERSITY-BUSINESS COOPERATION Recent study on State-of-the-Art of University-Business cooperation in EU: http://ub-cooperation.eu/ 12 EU countries & whole European Union Successful UBC includes improvement of education, R&D transfer and the indirect support for creation of a knowledge economy University-Business Cooperation is of special importance for knowledge-based economies and societies (Triple Helix)

EU-wide report, 2011: http://www.ub-cooperation.eu/pdf/final_report.pdf Austrian report, 2013: http://www.ub-cooperation.eu/pdf/austria.pdf

THE TRIPLE-HELIX MODEL: CREATION OF A KNOWLEGDE ECONOMY & REGIONAL INNOVATION ECOSYSTEM

Illustration: The Triple Helix Model with further information about UBC stakeholders’ roles Model adapted from Etzkowitz & Leydesdorff (2000). Source: The State of European UniversityBusiness Cooporation, 2011, p. 32

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FINDINGS: UBC IN EUROPE > UBC in Europe is still at the early stages of development > European UBC is influenced by a large number of factors including • the perception of benefits from UBC as well as barriers & drivers to UBC • Age, Gender, Years at a HEI, Years in Business, Type of HEI, Country > An increase of UBC is supported by appropriate Strategies, Structures & Approaches, Operational activities and Framework conditions (the “4 pillars”)

Source: The State University-Business Cooporation in Austria, 2013: http://www.ub-cooperation.eu/pdf/austria.pdf

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THE UBC ECOSYSTEM MODEL: RELATIONSHIP BETWEEN IMPORTANT ELEMENTS AFFECTING UNIVERSITYBUSINESS COOPERATION (UBC) >> According to the impact level, a new report has just recently been released: “Measuring the impact of universitybusiness cooperation”, Luxembourg: Publications Office of the European Union, 2014. Freely available under http://ec.europa.eu/education/library/stud y/2014/university-business_en.pdf Source: The State of European University-Business Cooporation, 2011: http://www.ub-cooperation.eu/pdf/final_report.pdf , p. 9

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Source: The State University-Business Cooporation in Austria, 2013: http://www.ubcooperation.eu/pdf/austria.pdf , p. 29

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1) RESULT LEVEL: TYPES OF UNIVERSITY-BUSINESS COOPERATION

8 Types of UBC

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Collaboration in R&D

Includes joint R&D activities, contract research, R&D consulting, cooperation in innovation, joint publication with firm scientist / researchers, joint supervision of theses (Bachelor, Master or PhD), projects in cooperation with businesses

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Mobility of academics

Consists of temporary movement of professors/researchers from HEIs to business, and employees/managers/researchers from businesses to HEIs

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Mobility of students

Consist of temporary movement of students from HEIs to businesses

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Commercialization of R&D results

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Curriculum development & delivery

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Lifelong Learning

Includes the commercialization of scientific R&D results through disclosures of inventions, patenting and licenses Consists of the joint development of a program of courses, modules, masters or minors, planned experiences as well as guest lectures by delegates from external private and public organizations within undergraduate, graduate or PhD programs Includes the provision of adult education, permanent education and/or continuing education incl. the acquisition of skills, knowledge, attitudes & behaviors by HEIs to people working in external organizations Consists of actions involving HEIs towards the creation of new ventures or developing

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Entrepreneurship entrepreneurial mind-sets in cooperation with businesses Governance

Includes academics involved in firm decision-making or sitting on the boards of firms and also having business leaders involved in HEI decision-making or sitting on the boards of HEIs or at a faculty management level

Source: The State University-Business Cooporation in Austria, 2013: http://www.ubcooperation.eu/pdf/austria.pdf

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2) FACTOR LEVEL: BENEFITS, DRIVERS & BARRIERS Benefits • Academics: see personal benefits of UBC as low • HEIs: rate the benefits of UBC the highest for students, then businesses, HEI and the lowest for society Drivers • Most important drivers for academics & HEIs concern their relationships with businesses • Essential are mutual trust, mutual commitment & shared goals Barriers • Funding barriers (esp. lack of funding) and bureaucracy within HEI are the most relevant barriers

Drivers and barriers are related Source: The State of European University-Business Cooporation, 2011

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2) FACTOR LEVEL: SITUATIONAL FACTORS AFFECTING UBC • Academics’ personal characteristics play a role in influencing the extent of UBC (Gender, Age, Experience, Work Field, Country)

• The country where the HEI is located has a large influence on their perceived extent of UBC (Highest UBC rate: Ireland, UK, Romania) • Type of HEI: Polytechnics & Universities of applied sciences – highest level of cooperation

Source: The State of European University-Business Cooporation, 2011

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3) Action level: The „4 Pillars“ of UBC 1. Strategies 2. Structures & Approaches 3. Activities 4. Framework Conditions  The extent of development of the 4 Pillars has been found to significantly affect the extent of cooperation between HEIs and business

3) ACTION LEVEL: ACTIONS THAT CREATE/SUPPORT UBC

• The extent of development of the 4 Pillars (‘action-level’) has been found to significantly affect the extent of cooperation between HEIs and

business • The presence of some structures (central contact person, a central

agency/programme/initiative specifically for UBC in entrepreneurship, LLL and/or mobility of students and academics) result in a significantly higher development of UBC. Source: The State of European University-Business Cooporation, 2011

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3) ACTION LEVEL: ACTIONS THAT CAN INCREASE UBC  Increasing the perceived benefits  Reducing the highest barriers  Fostering relationships drivers between academics and business, providing relationship management support  Encouraging academics to spend more time working with business

 Developing the mechanisms that support UBC (4 Pillars)  Looking at countries or regions that have well developed UBC (good practice)

Source: The State of European University-Business Cooporation, 2011

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CONCLUSION AND OVERALL KEY INSIGHTS 1. Multiple UBC actors need to work cooperatively and in an integrated manner to affect and increase UBC 2. UBC is complex and integrated 3. The focus of UBC should be on the relationships between the academia and the business 4. UBC is closely connected with mind-set, attitude and willingness 5. There is a difference in development between those types of UBC with clearly measurable, direct and potentially large financial benefits and those without 6. In terms of income, only a small part of third party-funds derives from cooperation with business 7. Removing barriers is not enough: drivers and benefits are also needed

Source: The State of European University-Business Cooporation, 2011

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R&D and knowledge transfer activities @FH JOANNEUM

KNOWLEDGE TRANSFER MECHANISMS

R&D REVENUES FROM PROJECTS BY Others CLIENTS (FISCAL YEAR 12/13)

Business/industry Sector 2.153.038 44%

42.942 1%

FFG/FWF* 903.465 18%

Total: € 4.947.644 Public funding institutions (without FFG/FWF) 1.605.306 32% Economic sector (SME) 242.893 5%

STRATEGIC POSITION IN R&D (2012-2014) • Qualitative aspects • Enhancement of our R&D-profile through      

Increased cooperations with businesses/industry Enhancement of the transfer function between basic research and applications Enhanced internationalisation Improvement of the R&D Competences of the personnel Adaption of organizational structures to suuport building of critical masses, organisational growth and decentralized strategic development Further development of interdisciplinary research areas

• Quantitative aspects • Annual R&D revenues (incl. invent. Change): 4.5 – 5.2 Mio € • Portfolio of R&D financing: 40-60% funded & contract research respectively • Revenues from international sources: > 10% from total (2012-2014) > 15% from total from 2014 onwards Recent data: • Annual R&D revenues (incl. invent. Change) 2012/13: • Portfolio of R&D financing funded/contract 2012/13: • Revenues from international sources 2012/13:

4.95 Mio € 50% / 50% 23% from total

(2011/12: 4.78 Mio) (2011/12: 65%/35%) (2011/12: 16%)

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WHERE TO GO? – SUITABLE NATIONAL FUNDING SCHEMES Considerations of use?

No

Translational research (FWF)

No

Bridge (FFG)

Quest for fundamental understanding? Traditional Research Universities

Competence Centers for Excellent Technologies (FFG) Research Laboratories (CDG) for Res. Univ.

for UAS

Cooperation & Innovation (FFG)

Thematic programmes (FFG)

Yes

FWF funding programmes (single projects, programmes, awards on an excellence-level)

Yes

Austrian national funding landscape based on the quadrant Model of scientific research

Annual budgets FFG: 411.5 Mio € (2010) FWF: 171,8 Mio € (2010) CDG: 19,77 Mio € (2010)

Basic programme (FFG)

Universities of Applied Sciences

FFG: Austrian Research promotion agency (by BMVIT) FWF: Austrian Science Fund (by BMWF)

CDG: Christian Doppler Research Association (PPP by BMWJF & economy)

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Funded cooperation activities

Contract research

Spectrum of R&D Activities …from 3k to < 2 mio €

HOW TO MOVE FORWARD? A PRACTICAL EXAMPLE OF AN INTERNAL SEED FUND • Elaboration of a model, an assessment procedure inclusive evaluation criteria to support the development of R&D at FHJ • Model approval by the boards & first implementation in 2005 • 2005-2013: Total budget: 1.8 Mio €; Total # of projects: ca. 346 • Goals: (1) Qualitative development of R&D activities: • Increase in international R&D activities • Improvement of quality in R&D by  Increasing the R&D capacity of teaching personnel  Cofunding of strategically relevant projects with too little third-party funding

(2) Strengthening of innovation activities: • Interdisciplinary cooperation • Intensifying knowledge transfer to and cooperation with economy

INTERNAL SEED FUND: FUNDING CATEGORIES & EVALUATION CRITERIA • Open call with maximal funding sums of 15T€ p.a. and degree prog. • 3 Categories: – Category 1:

– Category 2: – Category 3:

Initiation of funded projects: Elaboration of proposals for national & international calls Max. € 5.000 – 8.000 per project; min. 1 degree program (DP) Cofunding of R&D projects Max. € 8.000 per project; min. 1 DP Development & coord. of new topics Max. € 5.000 per project; min. 2 DP

• Evaluation criteria: „must“ and „should be“ criteria

– Must: e.g. suitability to strategical orientation of DP, adequacy of costs, suitability to above categories .. – Should be: e.g. innovation potential, relevance to market, contribution to sustainable development of the DP.

Link to R&DStrategy • •

internationalisation; competence development

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Only within core research areas Growth Competence development Networking with other stakeholders

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Research & Development From the idea to implementation We take an inter- and transdisciplinary approach in tackling key research issues of the future in cooperation with partners from business, industry and public institutions both in the region and beyond.

INNOVATION | SUSTAINABILITY | SOCIAL BENEFIT

Fields of expertise: Diagnostic and therapeutic research, activity and participation | eHealth | Public health and health |Green mobility and green technologies | Safety and security | Info- and edutainment | International business development | Management and communication | Resource-efficient urban and regional development | Energy-efficient technologies

EXAMPLES „E3CAR“

EU-project within the ENIAC-program

(2009 – 2011)

Nano-electronics for Energy Efficient Electrical Cars Developing of micro- and nano-electronic technologies, devices, circuits architectures and modules for electrical vehicles including final system demonstration. Involved companies and research Institutes: - Centro Richerche Fiat, ElBil, Think - Continental, Bosch, VTI, Thales - Infineon, AMS, ATMEL, OnSemi, ST ITA - Fraunhofer, SINTEF, CNM, TNI-UCC, VTT, TU-Wien, CiDETEC

Gesamtvolumen: € 32 Mio.

Anteil FH-Joanneum: € 670 000,-

HEALTH PERCEPTION LAB (HPL) – LABORATORY FOR HEALTH AND SENSORY RESEARCH THE AIM IS TO DEVELOP METHODS FOR USE IN PREVENTION AND TREATMENT BY DEVELOPING AND EVALUATING HEALTHRELATED PRODUCT CONCEPTS AND TRAINING CONCEPTS TO INCREASE AWARENESS OF TASTE PERCEPTION Successful launch of 5-year interdisciplinary research project at FH JOANNEUM funded by COIN / Austrian Research Promotion Agency (FFG) Status: In progress. Costs: 1.2 Mio € Duration: 01.10.2013 - 01.10.2018

E- Snowmobile „Snowbird“ • Project Snowbird Joint development project of several Degree programmes (PTO, FZT, LAV, ETM) (1) Cofunded Feasibility Study with an economic partner (E-Stmk) (2) Development of a functional prototyp cofunded by economic partners (Energie Stmk, Planai Hochwurzen-Bahnen) and the State of Styria (3) Negotiations with new development partners for batch production

30.11.2014

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NETWORKS AND COOPERATION ■ ~ 300 R&D cooperations with industry ■ member of several clusters (z.B. ACstyria, wood cluster, Humantechnology Cluster, AAIG …) ■ 132 economic partners in course of the dual degree programm production technology and organisation ■ Numerous work placements with public and private organisations ■ More than 200 partner universities all over the world

Thank you very much for your attention!