Dr. Harri Kulmala CEO, DIMECC Ltd. 24.10.2017 How does the EU R&I landscape look in 2025?
HLG task 2 Name: The High Level Group on Maximising the Impact of EU Research and Innovation Programmes Evaluate H2020 impact and outcomes Give recommendations for FP9 Structure, content, instruments/methods
HLG Responsible person: Carlos Moedas EU Commissioner for Research, Science and Innovation Chair: Pascal Lamy President Emeritus, Jacques Delors Institute Members: Martin Brudermüller Vice Chairman of the Board of Executive Directors and Chief Technology Officer, BASF Mark Ferguson Director General, Science Foundation Ireland and Chief Scientific Adviser to the Government of Ireland Lykke Friis Prorector for Education, University of Copenhagen Cristina Garmendia Chair, Fundación Cotec Iain Gray Director of Aerospace, Cranfield University Jan Gulliksen Professor, KTH Royal Institute of Technology Harri Kulmala CEO of DIMECC Ltd Nevenka Maher former dean, Faculty of Business & Management Sciences Novo mesto Maya Plentz Fagundes Managing Director, 50More Ventures Lucyna A. Woźniak Vice-Rector for Science and International Relations, Medical University of Łódź Milena Žic Fuchs Professor, University of Zagreb and Fellow, Croatian Academy of Sciences and Arts
The 11 HLG recommendations 1. Prioritise research and innovation in EU and national budgets 50-100% Growth 2. Build a true EU innovation policy that creates future markets EIC 3. Educate for the future and invest in people who will make the change 4. Design the EU R&I programme for greater impact Investment calls for pay back. No input just for research! 5. Adopt a mission-oriented, impact-focused approach to address global challenges 6. Rationalise the EU funding landscape and achieve synergy with structural funds 7. Simplify further 8. Mobilise and involve citizens P4.0 9. Better align EU and national R&I investment More EU funding to those, who invest private funding & regional and national public funding to EU objectives 10. Make international R&I cooperation a trademark of EU research and innovation 11. Capture and better communicate impact
Leading with the visions Case: One Sea
Shareholders
Vision: DIMECC is the leading co-creation platform for digital transformations. Where Leaders and Winners Meet - DIMECC
Mission-driven One Sea: Autonomous Ships We aim to operate world s first autonomous ship system in 2025 Image Rolls-Royce
How PPPs can be enlarged towards P4.0?
The value of platform: It is not connected to any specific project, time, or theme. It evolves according to the needs of participants and creates consortiums on a continuous basis. It supports participants independently from public funding decisions and policies.
Public Private People Partnership HLG recommendation nro 8: Involve and mobilize citizens Who are the citizens? The ones who cannot formally invest in traditional RDI Inventors, Start-ups, Venture capitalists, unemployed persons, etc. How can we do this fast and without too much cost? Start from High-performing PPP actors Enlarge their activities and scope to involvement of People Make sure there is incentive for all (public sector rules in key role!) Case: Finnish technology industry initiative: P4.0 300M per annum (Private sector, Venture capitalists, and public RDI funding 100M each) Commitment of ca. 40 CEOs and their organisations, no commitment from public sector yet DIMECC as the platform to carry out 300M /year of RDI programs open part of the activities and portfolio to all citizens.
Jaakonmeri test area Jaakonmeri is a test area is open to all companies, research institutes and others wishing to test autonomous maritime traffic, vessels, or related technologies. The test area will have excellent data connectivity and services available. The connectivity services, offered through DIMECC s partners, will be developed incrementally to offer various services to enhance the test experience. Jaakonmeri is the first P4.0 implementation in Finland.
DIMECC The most effective innovation in EU
In EU, the digitalisation of manufacturing industry is carried out with PPP structures and innovation ecosystems. 14
DIMECC is the mother of these PPP structures! EU has copied DIMECC operational model to almost all countries.
[Numbers and figures] equal with the story according to which DIMECC has significant positive impact among it s customers and in mechanical engineering industry in large. Dr. Petri Rouvinen, CEO, ETLA-Tieto Oy Change from 2009 to 2014 DIMECC s customers Comparison group (Technology industries, TOL classification) Turnover 28 % -10 % Operating profit 1823 % negative positive Value added 14 % -9 % Value added/personnel costs 7 % -2 % ROE-% 2 % negative negative Turnover/Company 16 % -7 % (Source: Statistics Finland 2016)
Impact: DIMECC customers significantly outperform the others 16,0 Return on Equity, % 14,0 12,0 10,0 8,0 6,0 4,0 2,0 0,0-2,0 2008 2009 2010 2011 2012 2013 2014-4,0 (Source: Statistics Finland 2016) -6,0 DIMECC customers Control group
18 DIMECC in numbers 50M + program volume 2016 400+ customers 2000+ professionals 10+ co-creation fasilitators 10+ program managers 69 shareholder organisations 200M + new program volume ready to be launched Since 2008: 3000+ publications, almost 1B company-driven projects
Where leaders and winners meet - DIMECC