By Dr Paris Kokorotsikos, CEO Euroconsultants S.A ... - IDSI operating... · i4G Technology...

Developing, operating and financing science and technology parks

By Dr Paris Kokorotsikos, CEO Euroconsultants S.A

- Planning Expert of IASP (Innovation Association of STPs)

- Shareholder of Thessaloniki Technology Park, Technopolis ICT Park, i4G Incubators

- CEO Euroconsultants S.A.

- Prof if Innovation Entepreneurship at IHU, International Hellenic University

RI2integrate - Embeddedness

of high quality research infrastructures

in the Danube Region

Training Seminar on Science and Technology Parks:

operation, financing, best practices

and contribution to the development

of Regional Competitiveness

11 June 2019

ELI-NP Conference Room

Contents of the first session of the Workshop

1. Short Into on Euroconsultants group

2. Presentation of the evolution of the Thessaloniki Innovation ecosystem with our involvement from

1992 to today.

3. International and European trends in STP development and growth – the best practice ingredients

4. Business models

�Governance

� Financial

5. The Classification of clients, partners, collaborators and relevant services

6. Working structurally with Universities

7. Open Discussion

�What exists here

�What is missing

�What could work

�What couldn’t work

Programme: Private Sector Development South Caucasus (PSD SC): EU-Co-

financing “Support to SME Development in Armenia” (SMEDA)

EUROCONSULTANTS S.A/ I4G INCUBATORIn the center of the area where research, innovation and services are developed.

The group

• One of the most powerful and well known consulting services

groups in SE Europe and the largest one in Greece

• Extensive know-how in establishing and operating Incubators

and Science Parks and managing Venture Capital Funds at an

international level.

• 30 years of experience in organizing educational, innovational

and technological trainings with a particular focus to

entrepreneurship, SME development, start-up development

and support, development of business incubation processes,

accelerators and pre- accelerators

• The last 15 years, Euroconsultants supported, though i4G, the

creation of over 50 start ups, based on science and

technology and ICT

• Euroconsultants was the main stakeholder in development of

the Thessaloniki Innovation Zone over the last 25 years (with a

Technology Park, an ICT Park, 4 Business Incubators, a large

R&D Park (www.certh.gr), several clusters)

• Geographical presence in 12 countries

• More than 150 specialized experts in development,

innovation and management

• One of the leading groups worldwide in the design and

building infrastructure for innovation and entrepreneurship

• Characterized by its expertise in matching opportunities,

entrepreneurs, funds multisectorally and multinationally

i4G Technology Incubator

• Ecosystem – From innovative ideas to profitable businesses.

• Strong brand name in Greece – Networking abroad.

• Accommodates 15 – 25 startup companies.

• 3 Pillar Activity: Real Estate, Consulting, Seed Fund

• Seed Fund of €2 Million invested in 8 start-up companies.

• Development of integrated SME support mechanisms

• Development of innovation support mechanisms

• CAGR for tenants’ turnover: 25%

Brief history

tenants

Year 2003 2003 2005 2007 2009

Investment €1.340.000 €320.000 388.000 €200.000 €36.000

Business ΙΤ IT IT, Health Biotech Genetics

Investment Portfolio Incubator i4G S.A.

2003: Founded in Thessaloniki, Greece by (\

2004: 1st seed investment

2005: Awarded 1st prize in International Competition in Turin, Italy

2006: 100% occupancy

2007: Dedicated Management company – i4G SA

2008: EU project: Establishment of 4 Incubators in Turkey

2009: Investee listed on Plusmarkets London, UK

2010: Qatar Foundation project: Feasibility Study of Business Incubator Qatar, Doha

2011: Major infrastructure upgrade.

2012: i4G Ventures – Seed investments vehicle / Initial mandate with E.I.F. – JEREMIE.

2013: KOM Science Park strategic plan (Muscat, Oman) / New Science Park study in

Oman

2014: Igniting the Incubator of Innovation Park Muscat (Muscat, Oman)

2015: Startify7, EU Horizon2020 for enhancing entrepreneurship in Universities.

2016: iGrowLabs - From Brain Drain to Brain Gain

2017: Start of i4Gpro - New Building in city center

• Qatar Foundation – Creation of Incubator within Science Park

• Oman Research Council – Development of Oman Science Park

• From studies for Strategic directions for the Technology Park to

management company Business Plan .

• Bahrain Education City – Feasibility Study

• Innovation Zone of Thessaloniki

• Development of Science Parks in Czech Republic

• Creation of 4 Incubators in Turkey

• Support for the cluster and research organizations in the food

industry in Greece, Italy and Bulgaria

• Support for the strategic infrastructure for innovation in

Bulgaria, Romania, Serbia, Macedonia

• Creation of joint R&D programs between EU and GCC

Projects of international scope in the field of Innovation

Development Projects

INFORMATION on Innovation environment of Thessaloniki –

Region of Central Macedonia

• 2nd largest region in Greece – 1,9 million population (2011)

• Thessaloniki, only city in EU with 25% of population living in center, under age

of 25 (YOZMA 2015) / ~100.000 students

• 3 times EU average number of graduates from University Engineering Schools

• A Highly acclaimed innovation ecosystem is in place, gradually finding its

cohesion towards innovation entrepreneurship. .

• Transforming to Innovation Hub for Greece and surrounding regions;

• Extrovert culture due to its proximity with the SE Europe Regions and MENA,

as well as afinity of its researches, and academics with US and N. European

R&D centers.

• Several entrepreneurship infrastructures are established in Thessaloniki, such

as Innovation Zone, Technopolis ICT Park, STP Incubators etc.

• Internationally recognized academic community (top world 100 Engineering

Departments, top 20 FP7 / Horizon2020 success CERTH) |CERTH, AUTh, UoM,

IHU, other Colleges, ACT and AFS, Goethe Institute and Deutsche Schule.

Thessaloniki

Operations

The evolution from THESTEP in 1992 to an Innovation conducive and

producing environment in Thessaloniki 2017

Foundation of

Thessaloniki STP Institute

and an Incubator

in the fields of the American

Farm School (35Qkm)

Expansion of STP including

4 new Research Institutes.

Creation of CERTH.

Institutionalization of

TECHNOLOLIS ICT park with

numerous triple helix partners

Creation of 3PPPIncubators,

i4G, Thermi, Technopolis

Establishment of Technopolis

ICT Park, Noesis Technology

Museum

Establishment of Thessaloniki

Innovation Zone, with official

Designation of the area .

CERTH is the 13th most

successful HORIZON 2020

Institution.

Numerous networking

activities clusters, start up

initiatives, business plan

competitions, proof of concept,

birdliming with European and

USA innovation areas

American Farm School

Innovative applied education of all levels on rural business

Ministry of Agriculture Research Institutes

Agro / Vet / Soil Res. Inst.250 researchers

Thessaloniki STPark & Chemical Process Research Institute with 50

Researchers and one Incubator

CEDEFOP

(EC Institution on VET)

Thessaloniki Technopolis(ICT Park)

No of ICT firms: 10 (70) Total employees*: 350 (2.000)

4 Innovation Business Incubators

i4G, Thermi, STP, TechnopolisTotal : 100 tenant – 500 staff

companies

Noesis – Science Museum

Thessaloniki International University

Thessaloniki STPark & Center for Research & Technology Hellas – CERTH

Research Inst.:Solid Fuels Tech. Chem. Process Eng. / Agrobio

/ Transport / ICT / Biomedical 750 researchers

KEDEK – Multidisciplinary R&D AUTh

THESTEP - Incubator

CURRENT ECOSYSTEM FOR INNOVATION ENTREPRENEURSHIP

START UPS

Alexander Innovation Zone of Thessaloniki Region of Central Macedonia

Chambers of commerce /

Business Associations

Regional

Preincubators

7 Prefectures

University

Preincubators

Business

Plan

Competitions

5 Universities and

One International

level Research

Center

Business

Plan

Competitions

i4G

THERMI, CERTH,

TECHNOPOLIS

Incubator

Thessaloniki

Science and

Technology

Park

Technopolis

ICT Park

Innovation

Zone area

Additional

STP nucleus

Expansion in

Greece

International

(USA and N.

Europe)

Prof of

Concept

Fund

Startup

Fund

Out put

growing

continuously

based on

increased

inflow

BIG COMPANIES

Case Studies

On line VET platforms multinational for

franchises

From Thessaloniki to Austin,

USA

From Thessaloniki

to Miami, USA

Lift Canes for blind Home

voice recognition command

systems

Indicative success stories of SME Innovative Enterprises

Big Companies in Central Macedonia partering with the Regional Science and Technology

Institutions, producing World level innovative products

Alumil S.A. stands out through a new International distinction for a large scale project:

� was selected by Google, among renowned International producers of architectural systems, in order to

renovate all frames in Google buildings in Manhattan, at 111 8th Avenue.

� R&D department developed a pioneer architectural hinged system, in order to meet the energy requirements

specified by Google, which were close to the Passive Building specs. The “Google System” was designed,

engineered and tested under the strict American specs of AAMA institute for window walls that emphasize on

the massive constructions and the high levels of air permeability and water tightness.

Kleemann is a Greek multinational Company, which operates in the fields

of manufacturing and trading of Complete Lift Systems

� operates in 10 countries with a workforce of about 900 people,

� ranks among the largest companies in the global market lifts,

� manufactures about 2% of all new elevators worldwide,

� enjoys a leading position in the Greek market (about 72% of installed modules).

ISOMAT produces more than 300 products, suitable for general and more specific

building applications, which are divided into the following categories:

ISOMAT employs 30 employees, out of which over 20

postgraduates:

Present in 6 countries and active in more than 50.

1. Waterproofing Materials

2. Concrete & Mortar Admixtures

3. Tile Adhesives & Grouts

4. Paints & Plasters

5. Floorings

International and European Experience in STP development

Impact of Science Technology Parks on business creation and employment

Association of Spanish Technology Parks study (APTE) “Study on the Social and Economic Impact of Spanish Science and

Technology Parks”

US Association of University Research Parks (AURP)“The characteristics and trends in North American Research Parks”

Total area

(sqm)

Built area

(sqm)

No of

firms

Turn over bln

(euro)

No of

workers

10.500.000 4.200.000 2010 7.5 51.500

Total Area (sqm) Built area (sqm) No of firms No of workers

188.000.000 30.500.500 4.380 300.000

Source: IASP 2013

366 STPs

28 million sqm

(completed building floor

space)

40.000Organisations

750.000Staff

11.7 billions €

InvestedSource: EU Commission 2013

STPs in Europe

EU STPs are increasingly being portrayed as:

�Part of economic development programmes

of cities and regions

�An increasingly important part of local

innovation ecosystems

�Work extensively with knowledge-based

SMEs and start-ups

�Make valuable contributions to foreign

direct investment by high tech companies

BUT - what is the hard evidence that STPs are

key regional innovation players?

The number of European STPs by decade as

a percentage of the 2010 total

Source: IASP 2012

STPs in Europe

366

STPs in SE Europe

13 2

11 Existing

Under Development

SE Europe - STPs

Thessaloniki Technology Park Pardis Technology Park

Măgurele Science Park

Technopark Istanbul

Tech Park Georgia

Gyumri Technology Center

Vanadzor Technology Center

Unit City Innovation Park

Sofia Tech Park

Created by Euroconsultans S.A. © 2017

SE Europe vs Iberian Peninsula

Iberian

Peninsula

62.216.047Inhabitants

SE Europe

56.779.943Inhabitants

Iberian

Peninsula

1995

SE Europe

2016

Iberian

Peninsula

2016

STPs

75

STPs

17

STPs

13

Impact of Science Technology Parks and Incubators in employment

Spain

Unemployment trends

and start up creation trends coincide

Increase of unemployment during

crisis, accompanied with increase in

employment in STPs.

GreeceContribution of Incubation and startup support

mechanisms in creation of new innovative

businesses in Greece

Planning for the next generation of STP

USA´60

W. Europe, Canada & Japan‘80

Asia Pacif. ‘90

L. America’95

W. Asia & Africa ´2000

4th Generation STP > 2010 (AURP-IASP-UKSPA)

•The STP is not anymore a “technogeto”

•There are provisions for experimental labs for proof of concept and quick market entry, speeding the long commercialization periods needed and following today’s quick / disrupting / converging technologies evolution in fast pace.

•Offer on site amenities such as restaurants, sports facilities, leisure center, considered important to attract innovation employees as well as for making STPs open to society and even facilitative the promotion of open innovation principles and open lab mechanisms.

•The STP encourages circular multidisciplinary in the research domain and support adaptation to the pace of multisectoral converging technologies. The 4th generation replaces the linear model of techtransfer of commercialization and facilitates loops and links between research and business towards innovation that is evolving fast, and does not allow for lengthy evaluation, rest processes, with stereotype R&D mechanisms approach.

•The new model strategically plans mixed uses that include spaces for Academia and Businesses. Multiple stakeholder ships for niche areas are encouraged STPs place value on groups of competitive partners, supplier’s, customers, and complementary, providing connectivity towards “innovation power”. The competent Management of STPs is critical for success in such a demanding and complicated task.

•STPs support leveraging assets of non – University R&D departments of industry.

•STPs serve as effective tools to spur urban revitalization.

•STPs become leaders in sustainable design. Use of renewable, minimizing green impact, promoting green/energy innovations and serving as show case of regional Green innovations.

•STPs embrace global focus, support internationalization of start ups, service micro multinational in transcontinental entrepreneurship STPs place and will place more emphasis in international partnerships with other STPs, serving better the soft landing need of their tenant.

•STPS facilitate brain exchange and circulation within tenants / within the region.

Key Components for successful STPS

Technology Park’s Essential Features:

1. Formal operational links to world class research

2. Communal areas

3. Access to networks

4. Focal point or physical presence

5. Mission statement/strategy/objectives

6. On-site management and daily contact with tenants

7. Access to finance and mentors

8. Company selection policy

9. Guidance/assistance available

10. Flexibility of space and terms

11. Reflects domestic niche tech base specialty/interest

12. Access to specialist facilities

13. Singular or complementary sector focus

National &

International Context

Stakeholders

Management

Tertiary

Relationships

Network Value

Growing Tenant

Companies

Relationship with

Incubation

External

Stages of

Technology Park

Development

Strategic Policy

& Management

Finance and

sustainability

Stakeholders

Management

Physical & Environment

Internal

External Environment

Internal Operational

Framework & Support

Infrastructure

Increased Potential for STP Success

& Sustainability

ST

P S

ucce

ss Facto

rs Ch

eck

list



STP Development:

a complicated Planning and Implementation Task

STPs: main building circles (building blocks)

Specialised management

Knowledge sources

Value – added services

Quality space

NTBF creation (incubation

Marketing (existing companies)

Networks / Networking

Dissemination: territorial impact

Focus: businesses

Increase

competitiveness

Bridge:

knowledge / markets

Idoneous for the KE

Networks

Management

intensive

STPs: the hexagon (portrait)

STPs at the centre of the triple helix scheme

� Vision and strategies are based on

o Individuals who promote the idea with personal perceptions

o Local needs-regional-national specificities

o Global trends of the certain time period

However

� Some basic generic good practices could help future STP

planning, provided, that always, it has to be adapted to the

specific STP conducive environment and conditions of the

period

There is no Single Model Because…

Project Phases

54

Phase 0Preparatory Actions

Evaluation of STP

conducive environment

Phase 2.1

of Business Plan

Concept Plan &

Strategic Direction

Phase 2.2

of Business Plan

Current Status Studies

& setting of framework

Logistical Organisation

Set Up Project Office

Actions Plan &

Timetable

Launch of Project

STRATEGIGRAM

Positioning STPs

Implementation of

Concept Plan Studies

& Deliverables

Elaboration of Business

& Operational Model

Spatial Planning &

Architectural Master

Plan

Budgeting & Financial

Analysis of Park

Detailed Business Plan

Preparation of Tender

Documents for

Construction Phase

Marketing Plan

and Strategy

Project Management of

Implementation and

Park Management

Preroad & Road Shows

Project Management / Quality Control / Communication & Feedback

Evaluation of STP

Conducive environment

Phase 3

Implementation Project

Management-Marketing

� Vision and strategies are based on:

o Individuals who promote the idea with personal perceptions

o Local needs-regional-national specificities

o Global trends of the certain time period

� However

Some basic generic good practices could help future STP planning,provided, that always, it has to be adapted to the specific STPconducive environment and conditions of the period

Planning the STP

STP Planning Approach

7 STPs strategic axes

Position in the tech. stream

Urban density (location)

Target firms

Specialisation

Target markets

Networking ‘style’

Management model

URBAN NON URBAN

UPSTREAM DOWNSTREAM

NTBF MATURE FIRMS

SPECIALIST GENERALIST

DOMESTIC INTERNATIONAL

STRATEGIC NETW. CASUAL NETW.

INSTITUTIONAL MANAG. MARKET DRIVEN

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

Position in the tech. stream

Urban density (location)

Target firms

Specialisation

Target markets


Management model

URBAN NON URBAN

UPSTREAM DOWNSTREAM

NTBF MATURE FIRMS

SPECIALIST GENERALIST

DOMESTIC INTERNATIONAL

STRATEGIC NETW. CASUAL NETW.

INSTITUTIONAL MANAG. MARKET DRIVEN

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10Urban density (location)

Target firms

Specialisation

Target markets


Management model

URBAN NON URBANURBAN NON URBAN

UPSTREAM DOWNSTREAMUPSTREAM DOWNSTREAM

NTBF MATURE FIRMSNTBF MATURE FIRMS

SPECIALIST GENERALISTSPECIALIST GENERALIST

DOMESTIC INTERNATIONALDOMESTIC INTERNATIONAL

STRATEGIC NETW. CASUAL NETW.STRATEGIC NETW. CASUAL NETW.

INSTITUTIONAL MANAG. MARKET DRIVENINSTITUTIONAL MANAG. MARKET DRIVEN

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

Programme: Private Sector Development South Caucasus (PSD SC): EU-

Co-financing “Support to SME Development in Armenia” (SMEDA)

Vision – Mission – Objectives

The Development of a state of the Art Science and Technology Park of National and International significance, where the

convergence of the most competitive Romanian Research and Innovation entrepreneurship, starting with the European

impact level ELI project, will lead to creation of an attractive site and ecosystem for National and International

knowledge based Institutions and Companies and consequently to important economic development contributions to

Regional, and National Economy.

MISSION / STRATEGIC OBJECTIVES

• Contribute to the enhancement of National Innovation Entrepreneurship system

• Support Commercialization of R&D and Spin off systems from University and Research Institutes and contribute to relevant culture

creation

• Capitalize the presence of ELI project and IFIN Institutes in the area adjacent to MSP and as stakeholders of MSP

• Develop attractive tangible and intangible facilities and environment tailor made for all type of potential tenants

� Start ups / spin offs from University and R&D Institutes

� National and International and National R&D and knowledge development departments

• Develop synergies with the existing in Bucharest Innovation entrepreneurship value chain components and create complementary

value added proposition for tenants

� Attract and support talent aiming at reversing brain drain from Romania

� Contribute to change / ups case of the urban profile of Magurele city and of SN Ilfov region

� Become a self sustainable and continuous growth Organization and project

� Become a National Model of STP and Innovation Entrepreneurship Infrastructure

Selection of MSTP Sectors

� S1- Advanced Physics and Nuclear

Applications/ Extreme Light

Infrastructure, including Advanced

Medical Devices and Health Science

Applications;

� S2- Advanced meta- materials and

manufacturing technologies;

� S3- Secure, Clean and Efficient Energy;

� S4- Enabling Information and

Communication Technologies and

Artificial Intelligence

TS1

TS2

TS3

TS4

TS5

TS6

Identification of Technology target sectors of MSTP, based on Industry Dynamic,

R&D Excellence, MegatrendsFinal specialization selected sectors, based on

consultations with stakeholders:

MSTP Strategy Principles - Components

Have a clarity of vision and value proposition both for stakeholders and all types of Have a clarity of vision and value proposition both for stakeholders and all types of tenants, and develop a strong identity based on the above

Employ in its developments the principles of 4rth Generation STPs

Include as basic components:

Allow a balance among stakeholder’s expectations / different type of tenant’s expectation

Innovation, Incubation,

proof of concept lab

workshops ,

common amenities

Science Museum

for engaging youth

in science

innovation

Multitenant

tech SME

buildings

Allow space / field for Allow space / field for

future growth and be

developed in phases

Have strong management teams Organization that will act as a single window both for Have strong management teams Organization that will act as a single window both for stakeholders and tenants.

MSTP Strategigram (STP strategy design tool by IASP) - recommended strategic profile

Axis 1: Location & Environment

Park with a predominantly urban character, in

line with the current global trends in STPs which

promote more active interaction with the city.

Axis 2: Position in the Knowledge / Technology

Market

A balanced position between research/academia

and market is recommended. However, given the

current characteristics of the project, there should

be a slight emphasis on the work and cooperation

with universities and other R&D institutions.

Axis 4: Degree of Specialization

Balanced position, with a tendency towards

specialisation, encouraging the establishment

and growing of some specific technology

sector

Axis 3: Target Firms

special attention should be given to the creation

of new technology based firms. In addition, in

Phase 1, it will pay an effort to attract SMEs and

bigger firms in the ‘easiest to start within MSTP’

related to the first technological specializations of

IFIN and ELI, a.i. ELI contractors and collaborators

and MHTC members.

Axis 5: Target markets

The attraction of national companies will be the main marketing objective of the park.

However, since Romania and Bucharest-Ilfov is a host of knowledge based foreign investments,

it is natural for the MSTP to attract this type tenants too

Axis 6: Networking

Defining specific and measurable networking

objectives and allocating a dedicated budget to

reach those objectives will be crucial to ensure

a park’s strategic networking approach.

Axis 7: Governance/management model

Irrelevant of the shareholders composition of

the initial MSTP Joint Venture SPV that will

mature, construct and own the Park, it is

advisable to have a wide BoD and operational

committees, including stakeholders from all the

quadruple helix of the Bucharest-Ilfov

innovation ecosystem, in order to enhance its

connectivity, synergy and impact to it.

MSTP Legal Entities

ownershipMSTP Joint Venture SPV:

(Ilvof County: major shareholder)

• Develops the land in Park form.

• Acquisition of available Funds / or other

financial instruments to develop

- Innovation Building

- Multitenant Building

- Technology Museum / Amusement

building

- Venture Capital Instruments

• Sell / Lease land to big tenants

Joint Venture SPV receives income to

reinvest in development and also

compensates the management company

• Co-invests (PPP) with developers

• Receives income from selling/ long term

leasing of plots �� Returns part of income

for repayment of loans (if any); uses

income for further phases of development;

pays MSTP management co. for

management

operationMSTP Management Company:

• Receives initial capital from Region for

starting maturing the project, first stages of

STP Management operation

• Operates as MSTP management company

• Runs the Innovation Building (Pre-Incubator

Accelerator – Technology Transfer activities

and Incubator), the Multitenant Building and

the Technology Museum and Amusement

Building

• Receives income from facility promotion /

support to tenants

• Receives income from rents

• Advises the available venture capital funds to

invest in start-ups, plus RD institutes

commercialization spin offs.

• Advises tenants on intellectual property,

technology transfer, internationalization

Concession

Agreement

MSTP Governance & Park Management Company Organization Structure

ShareholdersChairman /

BoD

Advisory

Committee Strategy &

International

Advisory Board

Executive

CommitteeAdmission &

Investment

Committees

CEO & StaffDay to day

management

MSTP Location Map

MSTP Phase 1 – Master Plan

MSTP Phase 1 Investment – Cost Estimate

Item Cost €

1. Preconstruction / Enabling works 1,500,000

2. Multitenant Building 3,840,000

3. Innovation Center building 2,560,000

4. Health / Cancer Res. Center building 5,000,000

5. Technology Museum building 4,800,000

6. Restaurant / Cafeteria building 300,000

7. External Works 4,700,000

8. Site organization 1,800,000

A. Total Construction cost 24,500,000

B. Studies, Supervision, other site expenses 2,200,000

C. Equipment for Innovation Center & Museum 5,000,000

Total A+B+C: 31,700,000

V.A.T. (19%) 6,023,000

TOTAL: 37,723,000

ACTION 2.2:

STP MANAGEMENT COMPANY LEGAL STRUCTURE / OWNERSHIP / GOVERNANCE

CREATION OF TMC (Tetapolis Management Company)

Management Company of STD: 100% OWNERSHIP BY TETAROM

BOD of Managent Company:

• TETAROM: 2-3 members

• Region: one member

• Universities: two members / rotating among 4 other universities

• Private sector: two members

• Government: two members (Ministry of Science (1)+ Min of EU/RD (1))

To be done:

• Time schedule for TMC (based on Business Plan), end 2014. Creation by 2Q2014

/ Capital Placement (based on Business Plan)

• Time schedule for communicating stakeholders – Association Agreement STP

Management Company by 1Q2014

FROM PLANNING TO COMMITMENT

SCHEME: PROPOSED OWNERSHIP STRUCTURE AT STP

ACTION 3: PROPOSED FINANCIAL MODEL FOR TETAPOLIS

STP and innovation ecosystem stakeholders

STP stimulates and manages the

flow of knowledge and technology between stakeholders

• 75.000 m2 of high-quality infrastructure in 2 locations

• Smart city & living services and programs

• Hosting 300+ member companies with +1.500 employees

Partially financed by EU

Infrastructure: smart city for +300 companies

Office space

We manage 2 prime locations

where +300 startups and SMEs use

75.000 m2 of office space of

different sizes.

Conference venue

Fully equipped conference venue

for events with up to 150

participants, with catering on site.

Meeting rooms

Fully equipped meeting rooms in

different setups from 12 up to 20

participants.

Coworking space

Coworking space with 30+ equipped

working spaces with lounge with

free wi-fi, tea & coffee.

Garage & parking

900 parking spots in underground

garages, mini ware houses and car

wash.

Smart services

Car sharing, bank, post office,

attorney-at-law, accountants,

notary public, translators.

Life & Leisure

Kindergarten, restaurant, stationery

shop, hairdressers, wellness, general

practice, dentist, specialists & gym.

Telco and data center

Direct access to all main telco

providers, flexible LAN setup and

data center services



• Services developed using bottom-up lean methodology

Smart specialization initiativesManaging and executing regional development

projects that enable and empower Research &

innovation Smart specialization strategies (RIS3).

Technology transfer hub

Mediation in technology transfer between

regional technology providers and global

technology buyers.

Structured innovation programs at public research organizationsCo-creation and implementation of programs

that foster commercialization of knowledge and

technologies at public research organizations.

We co-create regional development innovation

ecosystems of customized business incubators

and technology parks.

Collaborative innovation ecosystems

Innovation driven investment projects and

leasing of fully serviced premises within

contemporary smart city.

Innovation infrastructure

Lean idea and early-stage startup accelerationCo-development and execution of tailor made

programs for accelerated development of

innovative ideas and startups.

Services for self-sustainability

Strategic objectiveFostering the commercialization of knowledge and technologies to

advance the global competitiveness in the areas of smart specialization.

MissionSupport the competitiveness by addressing challenges that all

innovation ecosystem levels (knowledge & research organizations,

startups, SMEs and corporations) face when they innovate and seek to

collaborate with each other to commercialize innovative products,

services and business models.

Support stakeholders • Policy makers

• Academia/research

• Financial actors

• Intermediaries

• Enterprises

• Consultants

STP role:• Stimulates and manages the multiple-helix flow

• Develops concepts and verifies with pilots

Solution: Collaborative innovation ecosystem

STP Communication Plan Rationale

Objectives of the STP Communication Plan

1. Raise awareness on STP and Omani

RTD initiatives

2. Expand institutional support and

“ownership” of the STP

3. Attract tenants

STP Communication Plan - Overview

• Public Relations and Advertising Mix, defining the right balance for the STP

• Plan Components per Customer Group, how to attract tenants locally and abroad

• Time-schedule, planning over a period of two years

• Resources Planning, human resources and budget allocation

• Description of Marketing Tools, finding the right mix for the STP

• Recommendations, prerequisites and immediate steps for the successful delivery of the Communication Plan

STP Communication Plan

Public Relations & Advertising

International Invitations to CEO

Requests for Benchmarking Visits

“Special Relationships”

Awards

High Profile / Active IASP Member

Promotion by Omani Inward Investment Agencies

Establishment of Muscat Innovation Centre

Hosting Study Visits

ST

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ess

In

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Components Per Customer Group

Customer Group 1

Researchers, University Graduates, International

start ups, International Incubators

Products

1. Incubation, office space, equipment allocation,

common use spaces (meeting rooms,

restaurants, prayer, coffee…)

2. Start up support mechanisms/ services:

consultancy, training, easy start

3. Consultancy in accessing national and

international R&D grands and enterprise

growth financing

4. Central Fabrication workshop for product

development

5. Visitors temporary accommodation

6. Inhouse start up/ seed capital mechanisms?

7. International business and research

networking consultancy?

Source of customer identification: National

networking. International networks (IASP, TII etc)

Ongoing Activities

Quarterly bulletin in the form of newsletter

Promotion through the network of IASP, TII with online material, their events and forums – see above

Promotion of patent program of TRC

Promotion of support funding program for start ups

Ad Hoc Activities

Establishment of yearly Innovation awards in Oman

following competitions

Entrepreneurs Organization Program

Open training days for product development

2wice/year organized by SQU/TRC

Open days for consulting on international business

and research networking 1/year organized by

MOCI/OCIPED

Development of online consultancy on international

business and research networking organized by

Omani International Companies, Entrepreneurs

Organization

Create an umbrella Corporate Social Responsibility

Program based on Innovation with the support of

Omani based companies

Opportunities for University Graduates to do a job

placement in an international organization



Customer Group 2

Medium size technology based International companies

Products

1. Business space (part of the space allocated for incubation-

different price policy- market level pricing) different branding of

the space in same building) eg Technology / Innovation Business

Center TIBC. Office space and common spaces same as for

incubator

2. Consultancy in:

- Soft landing in Oman

- Local networking business opportunities with public and private

sector

- Accessing local and International R&D grands, networking with

Universities

- Networking with GCC

- Identifying local HR

3. Doing business in OMAN fiscal and administrative environment

4. General facility and administrative support services (P22 master

plan), (market level pricing)

5. Synergy platforms with the rest of STP tenants

6. Access to central facilitation workshop for product development

(different pricing policy than incubatees/ start-ups)

Source of customer identification: By International promotion campaigns

in specialized sectoral conferences and fairs, International data bases,

other IASP STP members (200.000 tenants internationally), Proactively

from other invest OMAN institutions

Ongoing Activities

Site visit to high potential leads, OCIPED

Participation in seminars for incoming delegations,

OCIPED

Promotion activity with OCIPED

Direct marketing, online to international databases

Active membership to IASP and other associations


Ad Hoc Activities

Tenant attraction initiatives with the

support of Ministry of Oil & Gas

Participation in West Asia Oil & Gas

Conference

Participation in MEED Conferences

Road Show, USA, OCIPED

Investment seminar, London, OCIPED

Investment seminar, Madrid, OCIPED

List of conferences and events at the

annex section of this plan




Customer Group 3

Medium size local/ Regional companies with intensive

knowledge based activities (from OMAN and GCC

states)

Products

1. Business space (same with customer group 2),

part of the space allocated for incubation-

different branding

2. Consultancy in:

- Networking with Universities

- Accessing local and International R&D grands

- Identifying specialized National and International

HR

- Networking with International partners on

business and innovation opportunities

3. General facility and administrative support

services (market level pricing)

4. Synergy platforms with the rest of STP tenants

5. Access to Central facilitation workshop for

product development (different pricing policy

than incubates/ start-ups)

Source of customer identification: National Networking

and communication activities, PEIE data bases

Ongoing Activities


Direct marketing, online to GCC

databases

Collaboration and networking with other

GCC STPs

Ad Hoc Activities

National Networking through MOCI

National Networking through TRC

GCC Fair hosted in Oman for SMEs based

on innovation

GCC wide competition for tenant allocation

Participation of STP in GCC conferences

and fairs

Ad hoc conferences and events according

to sector of interest




Customer Group 4

Local Universities, Research Institutes

Products

Consultancy services in:

- Bringing together International and

National Business with University labs and

Researchers on R&D programs cooperation.

development of new products and services,

troubleshooting (Industry- R&D liaison type

of activities)

- Consultancy on IPO issues

- Consultancy on networking with

international Innovation Associations,

Organizations (TII etc)

- Space for spin-offs (1st phase)

- Space for new institutes (2nd phase)

- Programs and activities on innovation

entrepreneurship/ university spin-offs/

start-ups

Source of customer identification: National

Networking and Communication activities

Ongoing Activities

Networking from TRC and other

government entities

Quarterly bulletin as newsletter (recent

news, updates, key contacts, costruction

update etc)

Academia Club, Omani association to

link local universities, research institutes

and industry

Ad Hoc Activities

Workshop on entrepreneurship and

University start ups at SQU

Workshop on entrepreneurship and

University start ups at other Universities

like GU Tech

Annual forum on innovation and

entrepreneurship with local universities



Customer Group 5

Government Institutes

Promoting development and

entrepreneurship (ministries, organizations)

Products

- Senior STP management staff

participation in government committees

and activities, task forces, on innovation

entrepreneurship. Foreign investments

attraction, internationalization

- Senior STP management staff

- Advisory reports to government

institutions

- “Selling Oman” as innovation location

abroad

Source of customer identification: TRC driven

STP competence promotion towards

government, National Networking

Ongoing Activities


Quarterly bulletin as newsletter (recent news,

updates, key contacts, costruction update etc)

Academia Club, Omani association to link local

universities, research institutes and industry

Ad Hoc Activities

Promotion of programs for funding support of

start ups (eg. Sharakah)

Launch of partnership program with

Entrepreneurs Organization Oman

Investors Club (Quarterly forum with STP

chairperson and senior members)

Launch of SMEs support mechanism (with the

support of Ministry of Commerce & Industry)



Customer Group 6

International, Big, Technology based companies

Products

- Space in Large Tenant Facilities (second phase of

development, but need long term attraction activities)

- Location in GCC

- Location in MENA/ India- Pakistan center of gravity

- Synergy with the clusters of the specialized sectors of STP

- Access to central Facilitation workshops

- Consultancy on: Access to local R&D programs and other

incentives, Soft landing/SV/sponsorship identification,

Access to specialized local HR, Local Business

Opportunities

- Development of specialized HR programs for new comers

(Tech Training etc)

Source of customer identification: Aggregating potential

customer groups of big tenants

- Big Tech companies with presence in OMAN (direct

marketing)

- Big Tech companies in sectors of clusters present in GCC

and not OMAN

- Big Tech Companies in sectors of clusters not present in

GCC (databases, conferences, International fairs, direct

marketing)

Ad Hoc Activities

Promotion activities with the support of Ministry

of Oil & Gas

Participation in International Awards for best

park in innovation

Participation in fairs and conferences for

international companies abroad

Participation in fairs and conferences for

international companies in gcc

Direct marketing to big international companies

in Oman

Promotion activities with OCIPED



Customer Group 7

International, Research Institutes/ International

University Research

Products (mostly at second phase of development)

- Space in Research Institutes facilities

- Location in GCC

- Consultancy in: local R&D consortia, opportunity

participation, networking with big regional

stakeholders (PDO, Energy and Water

Authorities of other GCC states), identifying tech

oriented HR, networking with local Universities

- Synergy platforms with the rest of STP tenants.

Source of customer identification: Networking of TRC,

International Conferences in Sectors of the STP

clusters, R&D and Innovation International

Associations

Ongoing

Networking of TRC

Active membership in R&D and Innovation

International Associations

Ad Hoc

Participation in international conferences of the STP

clusters

MEMORANDUM OF COOPERATION BETWEEN TETAROM AND:This model is applicable for BBU, MEDICAL UNIVERSITY, ENGINEERING UNIVERSITY, AND OTHER

UNIVERSITIES except Agricultural University

Article 1:

Preface

TETAROM, a developer and operator of Business Parks and Industrial Areas, a County Cluj company, intends to develop

a Science and Technology Park in the area of Cluj – Napoca, aiming at contributing to the development of the County

and the City towards Knowledge based entrepreneurship creation and for attracting technology / knowledge based

Investments in Romania/Cluj.

TETAROM intends to cooperate with the knowledge production entities of Cluj, the Tertiary Education and Research

and Technology Institutes.

University Babes Bolyai, being the biggest and multisectoral University of Cluj – Napoca Intents to Cooperate with

TETAROM and contribute towards developing the Science and Technology Park of Cluj.

This MOU is based on the common positive intention of both Institutions to cooperate and identifies the areas of

cooperation, as well as, steps to be taken by each of the two signatory Parties.

Article 2: Scope of Cooperation

General Cooperation

The topics of cooperation are identified here and may be enhanced at later stages with additions to this MOU.

a) Cooperation during the Planning stages of the STP.

• Cooperation of University Administration and Academic Staff in providing inputs based on University competence,

for the strategic documents development regarding the directions and specialization of the STP.

• Development at joint initiatives for Components within the STP that are of direct interest to the University (alone

or in Partnership with other Universities from Cluj) such as:

(This is an indicative and not exhaustive list)

• New Technology Based Firms / (NTBF Mechanism) and Innovative and Youth start up firms creation mechanisms,

such as Preincubators, Incubators, Entrepreneurship Competitions, start up Forums etc.

• Technology Commercialization Platforms’ (e.g. Prototypes development testing labs)



Developing of local clusters in sectors of local intense Knowhow development and local industry

concentration

Mechanisms within the University that will be cooperating with the STP (among others) such as

Industrial Liaison Offices

Bridging the Knowledge offer to graduates by BBU with Knowledge demand for new employes by

STP tenants.

Cooperation on the Governance model both of the STP and of the various components and

mechanisms (such as the pre / incubators) within STP.

It is not expected that the University will transfer physically any pregraduate or postgraduate

education activity in the STP. However it might choose based on its own evaluation, of locating

specific Research Activities for the merit of being close to other STP tenants, or particular

postgraduate courses such as IPO, innovative entrepreneurship courses etc.

b) Cooperation during the development of the STP.

Cooperation in developing any specific financial applications to EU programmes National and

International.

Cooperation in the frame of the Governance model envisaged by the Strategic and Business

Plan.

Cooperation on joint promoting the STP initiative and brand at National and International

level as a new pole of Innovation Entrepreneurship of Country Cluj.



c) Cooperation during the full running at the STP.

Participation in STP Governance as per Strategic and Business Plan

Implementing Initiatives agreed within the Business plan during the Planning phase

Continuous input of opportunities for Technology and Innovative projects for further business

elaboration, cluster development etc.

Growing of Entrepreneurship Culture within the University.

Interaction for projects and proposals development for financing in areas of mutual interest.

Article 3:

Organizing the Cooperation

TETAROM has developed an internal taskforce for maturing and promoting the STP project and

intents to develop a high level steering Committee with the regional Stakeholders. The University

will appoint a senior Academic/ Administrator (e.g. Vice Rector of Research) to the steering

Committee of the project as well as a Liaison Project officer ( could be a Professor) that will

coordinate the interaction of the STP taskforce with BBU.

Issues for dismission and debute

1. What components of successful STPs you think are in place already

at the Technopark in Armenian

2. What components are missing

3. What (from the missing components) could work at the Technopark

in Armenia

4. What could not work at the Technopark in Armenia

Process for monitoring and taping ERDF finance for Science and

Technology Park.

NSRF 2014 – 2020

planning procedures

OP programmes planning

2014 – 2020 OP

competiveness / for equal one

Specific OP competitiveness axis

for financing Innovation and

entrepreneurship Infrastructures

OP Competitiveness specific

measure call for proposals

1. Application / technical fiche according to financing operational programmerequests.

2. Feasibility Study

3. Business Plan / Financial Plan / Cash Flows.

4. Decisions of stake holders on formation of SPV and application for STP development.

5. Various technical documents on the STP land ownership / usage / Masterplan.

6. Technical concepts of the STP buildings and infrastructure.

7. Environmental studies. (EIA)

8. Experience reference documents of the stakeholders, Competence of Institutions and individuals.

9. Financing model: Structural Funds / EIB loan / other complementary instruments such as JASPERS / other funds. Sustainability of STP operation.

Usual Contents of Structural Funds Application file for Science and Technology Parks Funding.

A common Strategic Approach

Common Strategic Framework

94

Less Developed Regions 2014 – 2020

How to ensure complementarily between Research and Innovation policy and

Cohesion Policy

• Two sides of the same coin: both important for Regional Competitiveness

• Need for fine tuning of national and regional Research investment priorities at short, medium and long term in the future SF / Development and Investment Partnership Contracts / Operational Programmes (with MS and Regions)

• Guiding principles: the EU strategic research priorities in the future CSF, the developing ERA process, the recent Strategic Commission Communications (notably Innovation Union and its Self Assessment Tool – will be used by S3 Platform)

� main responsibility lies with the national /regional authorities

What national and regional authorities can do right now !

• Raise awareness of all actors involved in planning at national and regional level about the importance of research and innovation investment strategies

• Raise awareness of local R&D and Innovation communities in business and academia about the investment opportunities in the future CSF RI and the Structural Funds

• Align to the maximum extent possible future Development and Investment Partnership Contracts research and innovation priorities to EU Research and Innovation strategic ones (in line as much as possible with National Reform programmes)

An Operational Programme on Competitiveness with Provision for Science parks

Financing / Romania

THESSALONIKI TECHNOLOGY PARK – CERTH

A development of the 1st and 2nd Community Support framework (1990 – 2000)

C.P.E.R.I.

H.I.T.

I.S.F.T.A. IN.A.

I.T.I.

103

Shareholders

•The Association of Information Technology Companies of

Northerner Greece (S.E.P.V.E.),

•71 Information technology companies

•The Exporter’s Association of Northerner Greece (S.E.V.E.)

•The University Macedonia

•The Centre for Research and Technology Hellas (CERTH)

•The Thessaloniki International Fair (T.I.F.)

•The Greek Telecommunications Organization (O.T.E.)

•The Prefectoral Self-government of Thessaloniki

•The Ministry of Development

Goals of Technopolis

•To meet the housing needs of Information Technology

Companies in Thessaloniki

•To provide properly organized facilities with high-quality

infrastructures, for the installation of the companies.

•To provide properly enacted incentives to companies

installed.

•To achieve a cooperation between Development and

Technology Companies and Research & Educational

Bodies.

•To render complete services to the companies of the

field

•To attract foreign investments

TECHNOPOLIS

N

THE TECHNOPOLIS SITE – THESSALONIKI GR

TECHNOPOLIS ICT BUSINESS PARK

CASE STUDY

Science and Technology Park in Bialystok – POLAND

Short history

Work Progress

Issues to be addressed

Guidelines for the buildings project

Guidelines for the buildings project – Summary

EIB involment in financing of STPs

Our Wish ROMANIAN STPs

X million Euro

A near future Foto

Contacts

Contact Details

Kokorotsikos Paris

Address : 21, Antonis Tritsis Str., 570 01, Thermi, Thessaloniki, Greece

Tel.: +30 2310 804008 Fax: +30 2310 804100

Web & Mail: http://www.euroconsultants.gr

[email protected]

By Dr Paris Kokorotsikos, CEO Euroconsultants S.A ... - IDSI operating... · i4G Technology...

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