d2 1 regional cartography rtd 1.1

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Regional cartography on RTD

D2.1

Version: 1.1

Last Update: 28/8/2013

Dissemination Level: PU

Dissemination level

PU = Public,

RE = Restricted to a group of the specified Consortium,

PP = Restricted to other program participants (including Commission Services),

CO= Confidential, only for members of the SiliconEurope Consortium (including the Commission Services)

The research leading to these results has received funding from the European Community's

Seventh Framework Programme (FP7/2007-2013) under grant agreement n 320004


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Document Identity

Title:WP:

Regional cartography on RTD2Analysis of research agendas

WP leader:

Main Editor

Thomas Reppe, Silicon Saxony Management GmbH

Gerhard Kessler, Silicon Saxony Management GmbHVersion: 1.1File name: D2 1_Regional_cartography_RTD

Last Update: Wednesday, August 28, 2013

Revision History

No. Version Edition Author(s) Date1 1.0 Kessler, Lommatzsch, Bsenberg, Motte, Simkens, van der Zon, Payer 07.08.2013

Comments:

2 1.1 Frank Bsenberg 28.08.2013

Comments: Minor edits in sections 3.1 and 4.13

Comments:

4Comments:

5Comments:

6Comments:

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10 Comments:11

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Content

1. Introduction .................................................................................................................... 8

2. RTD Framework conditions: policy and regulation .......................................................... 92.1. Silicon Saxony....................................................................................................................... 9

2.2. Minalogic.............................................................................................................................. 2

2.3. DSP Valley........................................................................................................................... !

2.4. High Tech NL....................................................................................................................... 7

2.5. ME2C/AUSTRIA................................................................................................................. 20

3. RTD actors structure analysis .........................................................................................23

3.1. Description of methodology............................................................................................... 23

3.2. Results.................................................................................................................................. 26

3.2.1 Silicon Saxony................................................................................................................... 26

3.2.2 Minalogic............................................................................................................................ 32

3.2.3 DSP Valley......................................................................................................................... 39

3.2.4 High Tech NL..................................................................................................................... 44

3.2.5 ME2C/AUSTRIA............................................................................................................... 49

3.2.6 Silicon Europe................................................................................................................... !4

4. Implications ......................................................................................................................634.1 Silicon Saxony.......................................................................................................................... 63

4.2 Minalogic................................................................................................................................... 64

4.3 DSP Valley................................................................................................................................ 6!

4.4 High Tech NL............................................................................................................................ 66

4.5 ME2C/AUSTRIA....................................................................................................................... 67

5. Conclusions ...................................................................................................................68


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List of figures

Figure 1: Semiconductor value chain (after Roosmalen, NXP)................................................... 24

Figure 2: Cluster structure Silicon Saxony - # of organisations................................................... 26

Figure 3: Cluster structure Silicon Saxony - # of employees....................................................... 26

Figure 4: Total value chain Silicon Saxony - # of organisations.................................................. 28

Figure 5: Total value chain Silicon Saxony - # of employees...................................................... 28

Figure 6: Sub-value chain Equipment Silicon Saxony - # of organisations............................... 29

Figure 7: Sub-value chain Equipment Silicon Saxony - # of employees................................... 29

Figure 8: Sub value chain Systems Silicon Saxony, # of organisations.................................... 30

Figure 9: Sub value chain Systems Silicon Saxony, # of employees......................................... 30

Figure 0" #ar$e% Focu& Silicon Sa'on( ................................................................................................ 3

Figure 11: Cluster structure Minalogic, # of organisations........................................................... 32

Figure 12: Cluster structure Minalogic, # of employees............................................................... 32

Figure 13: Total value chain Minalogic, # of organisations.......................................................... 34Figure 14: Total value chain Minalogic, # of employees.............................................................. 34

Figure 15: Sub value chain Equipment Minalogic, # of organisations........................................ 36

Figure 16: Sub value chain Equipment Minalogic, # of employees............................................ 36

Figure 17: Sub value chain Systems Minalogic, # of organisations........................................... 37

Figure 18: Sub value chain Systems Minalogic, # of employees................................................ 37

Figure 19: Market Focus Minalogic.................................................................................................. 38

Figure 20: Cluster structure DSP Valley, # of organisations........................................................ 39

Figure 21: Cluster structure of DSP Valley, # of employees........................................................ 39

Figure 22: Total value chain DSP Valley, # of organisations....................................................... 40

Figure 23: Total value chain DSP Valley, # of employees ........................................................... 40

Figure 24: Sub value chain Equipment DSP Valley, # of organisations.................................... 4

Figure 25: Sub value chain Equipment DSP Valley, # of employees ......................................... 4

Figure 26: Sub value chain systems DSP Valley, # of organisations......................................... 42

Figure 27: Sub value chain systems DSP Valley, # of employees............................................. 42

Figure 28: Market Focus DSP Valley.............................................................................................. 43

Figure 29: Cluster structure High Tech NL, # of organisations................................................... 44

Figure 30: Cluster structure High Tech NL, # of employees........................................................ 44

Figure 31: Total value chain High Tech NL, # of organisations................................................... 4!

Figure 32: Total value chain High Tech NL, # of employees ....................................................... 4!Figure 33: Sub value chain equipment High Tech NL, # of organisations................................. 46

Figure 34: Sub value chain equipment High Tech NL, # of employees..................................... 46

Figure 35: Sub value chain systems High Tech NL, # of organisations..................................... 47

Figure 36: Sub value chain systems High Tech NL, # of employees......................................... 47

Figure 37: Market Focus High Tech NL.......................................................................................... 48

Figure 38: Cluster structure ME2C, # of organisations................................................................. 49

Figure 39: Cluster structure ME2C, # of employees..................................................................... 49

Figure 40: Total value chain ME2C, # of organisations................................................................ !0

Figure 41: Total value chain ME2C, # of employees .................................................................... !0

Figure 42: Sub value chain equipment ME2C, # of organisations.............................................. !

Figure 43: Sub value chain equipment ME2C, # of employees.................................................. !


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Figure 44: Sub value chain systems ME2C, # of organisations.................................................. !2

Figure 45: Sub value chain systems ME2C, # of employees ...................................................... !2

Figure 46: Market Focus ME2C....................................................................................................... !3

Figure 47: Silicon Europe Cluster structure, # of organisations.................................................. !4

Figure 48: Silicon Europe Cluster structure, # of employees....................................................... !!

Figure 49: Silicon Europe Value chains, # of organisations......................................................... !6

Figure 50: Silicon Europe Value chains, # of employees............................................................. !7

Figure 51: Silicon Europe Equipment, # of organisations............................................................ !8

Figure 52: Silicon Europe Equipment, # of employees................................................................. !9

Figure 53: Silicon Europe Systems, # of organisations................................................................ 60

Figure 54: Silicon Europe Systems, # of employees.................................................................... 6

Figure 55: Silicon Europe Market focus.......................................................................................... 62


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List of tables

Table 1: List of most important policies and action plans - Silicon Saxony (Germany) ........... 9

Table 2: List of most important policies and action plans - Minalogic (France, Excerpt only) 12

Table 3: List of most important policies and action plans - DSP Valley (Belgium) .................15Table 4: List of most important policies and action plans - High Tech NL (Netherlands) .......17

Table 5: List of most important policies and action plans - ME2C (Austria) ...........................20


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1. Introduction

Silicon Europe unites the technological expertise and resources of Europes leading players

in micro- and nanoelectronics. They join forces to strengthen Europes position as the worlds

leading centre for energy efficient electronics while effectively working to counteract theincreasing energy demand.

Europes microelectronic sites are globally renowned for their particular competencies in

semiconductor and energy-efficient electronics. Coordinated by the German cluster Silicon

Saxony, Silicon Europe unites the strongest clusters to form a European alliance with access

to the most advanced technologies and expertise in all fields of microelectronics applications.

This cluster of clusters stands for a whole new quality of transnational collaboration and a

combined innovative strength that will significantly contribute to the future competitiveness of

the European economy.

This document gives an insight into the current situation within the leading European clustersin micro- and nanoelectronics (Silicon Saxony, Minalogic, DSP Valley, High Tech NL,

ME2C). It shows their respective framework conditions for RTD (Research and Technological

Development) and presents the results of an in-depth structure analysis of the clusters main

(business and RTD) actors. Finally it summarizes the implications per cluster.

The document is based on data collected by all Silicon Europe partners and will serve as a

basis for the SWOT analysis from an economic, innovation and RTD perspective of all five

clusters and the Silicon Europe cluster as a whole which will be presented later in 2013.


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2. RTD Framework conditions: policy and regulation2.1. Silicon Saxony

Table 1: List of most important policies and action plans - Silicon Saxony (Germany)

actors responsibility document date summary

)#)F Fe*eral #ini&%r( of E*uca%ion an* Re&earc+"

E*uca%ion an* re&earc+ are a Fe*eral

Go,ern-en% polic( priori%(. +e pro-o%ion of

e*uca%ion/ &cience an* re&earc+ ( %+e Fe*eral

#ini&%r( of E*uca%ion an* Re&earc+ repre&en%& an

i-por%an% con%riu%ion %o &ecuring our coun%r(1&

pro&peri%(. +e )#)F fun*& re&earc+ an*

*e,elop-en% in %+e fiel* of fu%ureorien%e* ne

%ec+nologie& in or*er %o la( %+e foun*a%ion& for

Ger-an(1& fu%ure on a nationalle,el.

4ig+%ec+ S%ra%eg(

2020

200 +e ai- of %+e 4ig+ec+ S%ra%eg( i& %o -a$e Ger-an( a lea*er in

pro,i*ing &cien%ific an* %ec+nical &olu%ion& %o %+e c+allenge& in %+e

fiel*& of cli-a%e5energ(/ +eal%+5nu%ri%ion/ -oili%(/ &ecuri%(/ an*

co--unica%ion. +e 4ig+ec+ S%ra%eg( i& %+e fir&% roa* na%ional

concep% in +ic+ %+e $e( &%a$e+ol*er& in,ol,e* in inno,a%ion &+are a

oin% ,i&ion. % +a& for-ula%e* goal& for a i*e range of *ifferen% fiel*&

of inno,a%ion/ *efine* priori%ie&/ an* in%ro*uce* ne in&%ru-en%& &uc+

a& %+e lea*inge*ge clu&%er co-pe%i%ion an* %+e inno,a%ion alliance&.

+e ne 4ig+ec+ S%ra%eg( 2020 ill en&ure %+e co n%inui%( of %+e

o,erall approac+ an*/ a% %+e &a-e %i-e/ &e% ne priori%ie&. +e ai- of

%+e 4ig+ec+ S%ra%eg( 4S9 i& %o crea%e lea* -ar$e%&/ in%en&if(

coopera%ion e%een &cience an* in*u&%r(/ an* con%inue %o i-pro,e

%+e general con*i%ion& for inno,a%ion.

S#:K S%a%e #in i&%r ( fo r 4ig+e r E*uca%ion/ Re&earc + an *

%+e Ar%&" Regional pro-o%ion of of +ig+er

e*uca%ion/ ar% an* cul%ure/ re&earc+/ %ec+nolog(

financial an* in&%i%u%ional &uppor%9. Proec%

fun*ing for re&earc+ in&%i%u%e& an* uni,er&i%ie&.

Fur%+er i&&ue& are %ec+nolog( polic( an*%ec+nolog( fun*ing.

Sa'on ec+nolog(

Repor% 202

203 +i& repor% repre&en%& %+e inno,a%ion ac%i,i%ie& in %+e Free S%a%e of

Sa'on(. +e repor% *e&crie& oppor%uni%ie&/ general circu-&%ance&/

&%reng%+ an* ea$ne&&e& of %+e inno,a%ion prac%ice in %+e Free S%a%e. %

i& an in&%ru-en% %o -oni%or %+e *e,olop-en% of inno,a%ionrele,an%

in*ica%or& o,er %i-e. +e repor% anal(&e& if %+e ai-& o f %+e poli%ic& are

ac+ie,e* an* i& al&o focu&e* on %+e *e,elop-en% ou%&i*e of Sa'on(.+e repor% al&o pre&en%& %+e po&i%ion of Sa'on( in %+e con%e'% of

in%erna%ional co-pe%i%ion an* range& %+e Sa'on inno,a%ion ac%i,i%ie& in

%+e con%e'% of ;E


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Within the federal system of Germany, the RTD and energy efficient ICT (Information and

Communication Technology) policy competencies are split between the federal government

and the regions, the Bundeslnder. The following chapter gives a short overview on their

policies, their competencies and their power distribution.

Federal Government

The most important government institution is the Federal Ministry of Education and Research

(BMBF)which is responsible for Research and Science in general. It defines the strategic

goals and implements them by operative programs. The ministry funds and supports

research institutes, universities and companies.

The BMBFs leading role within the government is shown by its competence for the High-

Tech Strategy for Germany"2. Established in 2006, it combines all federal innovation- and

technology policies under one umbrella. For the first time all support measures and activities

to improve the environment have been linked together to establish an innovation andtechnology policy in one piece. This national concept unites the most important actors in

Germany which agreed to implement a common strategy. The elements are future projects,

areas of need, key technologies, fields of funding and framework conditions. Last but not

least, it means a considerable increase of public spending for innovation and technology.

The second important part of the federal government is the Federal Ministry of Economy and

Technology (BMWi)3which determines Germanys technology and innovation policies from

an economic perspective. It defines how German companies should improve their innovation

abilities and capacities to develop marketable products and services. Thus, it supports them

by creating an innovation-friendly environment and promotes market-oriented research,

development and innovation activities.

As a strategic approach, in 2012 the Ministry published a new innovation strategy "Making

the most of technology - spurring progress, stimulating growth, shaping the future"4, which

defines how to improve the framework for further research and innovation. It aims to

strengthen the innovative activity of entrepreneurs and SMEs and to align the promotion of

key technologies towards the challenges of the future. The Economics Ministry has

continued to expand its technology policy and is linking it to economic policies as well as to

policies on industry, energy, SMEs and external economic policy. In doing so, it pursues a

consistent innovation policy in order to master the challenges of the future.

Regional Government

Although the German regions, the Bundeslnder, do not have an equal amount of policy

competencies as the federal ministries, their governments play a very important role for RTD,

in particular regarding the development of regional clusters. It is important to understand the

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role of the regions within Germanys RTD policy, as local and regional activities usually are

being implemented based on a mixed finance structure. Besides the basic funding of

universities, which the regions do on their own, all the research financing is split up between

the federal government and the regions. All four German major research organizations

(Helmholtz, Max Planck, Fraunhofer, Leibnitz) are mix-financed, the same applies for

university-based RTD.

In Saxony like in Berlin two ministries share responsibility on strategic issues and funding

budgets. The major role has the Saxon Ministry for Science and the Arts (SMWK)5 which

decides on regional RTD and university development. The ministry defines which themes

and topics will be supported by the regional government both at universities and research

organizations. The "Saxon Technology Report 2012"6describes opportunities and conditions

as well as strengths and weaknesses of innovation practice in Saxony. It serves as a

monitoring tool and allows the observation of the development of innovation-related

indicators over time.

Like the SMWK, the other RTD related regional institution, the Saxon Ministry of Economy,

Labour and Traffic (SMWA)7, promotes several funding programs and initiatives for regional

innovation. A good overview on the regional governments strategy and concrete

implementations is provided by the actual version of the "Saxon Innovation Strategy" 8.

Local Government

The geographical centre of Silicon Saxony is the City of Dresden9. Though local authorities

are generally rather less involved in the process of drafting RTD, innovation and economic

strategies, cities can do a lot to boost business inside their borders. In Dresden the city

administration actively supports research organizations, companies and even universities to

find new areas and opportunities for business expansion. They even supported theestablishment of micro clusters within specific city districts. As an example, the vast majority

of companies organized within the Silicon Saxony cluster are located in northern Dresden,

near to the airport and the main motorway. The municipal administration including political

parties and media take care for an open business atmosphere and welcome foreign

companies and workers. Additionally, the city of Dresden focusses their support to certain

technology branches and thus invented the so called Competence field strategy 10 .

Specialized and highly qualified employees from the city administration are responsible for all

issues and problems of companies related to RTD, business development, innovation and

cooperation with other actors from the triple helix.

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2.2. Minalogic

Table 2: List of most important policies and action plans - Minalogic (France, Excerpt only)

Responsability /

Organization

Policy tool Date of

creation

Description Figures/comments

>a%ional Pac% for

gro%+/

co-pe%i%i,ene&&

an* e-plo(-en%

202 S%ra%eg( a*op%e* in 202/ ar%icula%e* aroun* eig+% co-pe%i%i,e le,er& an* 3! concre%e -ea&ure&. %

i& %+e pri,il ege* in&%ru-en% %o re&%ore co-pe%i%i,ene&& an* &uppor% in*u&%r(/ gro%+ an*

e-plo(-en%.

Eig+% i*en%ifie* le,er& %o &uppor% na%ional co-pe%i%i,ene&& "

-ple-en% a co-pe%i%i,ene&& an* e-plo(-en% %a' cre*i%

En&ure &%rong local fi nance op%ion& for HS)&/ S#E& an* #S)&

&uppor% up &caling ( pro-o%ing inno,a%ion pro*uce a& a %ea-

+elp our co-panie& %o ac+ie,e &ucce&& aroa* an* -a$e our coun%r( a

-ore a%%rac%i,e propo&i%ion

pro,i*e %raining for (oung people an* e-plo(ee& focu&e* on &$ill& for

e-plo(-en% an* fu%ure oppor%uni%(

-a$e life ea&ier for u&ine&& ( &i-plif(ing an* &%ailiDing %+eir %a' an*

regula%or( en,iron-en%

l l lFrenc+ go,ern-en% 5

#ini&%r( for ig+er

E*uca%ion an* Re&earc+

>a%ional &%ra%eg(

for Re&earc+ I

nno,a%ion

2009202 +i& &%ra%eg( en*e* in 202 %+e go,ern-en% i& curren%l( *efining a ne Re&earc+ Agen*a %+a% ill

e aligne* on oriDon 2020 %i-efra-e . % &+oul* *efine priori%ie& for re&earc+ &uppor%e* ( pulic

fun*ing.

+e re&earc+ agen*a +a& een pre&en%e* in #a( 203 %o %+e >a%ional A&&e-l( an* *i&cu&&ion are

&%ill ongoing efore a*op%ion.

Regional Go,ern-en%

RJgion R+ne Alpe&

Regional of

RJgion R+ne

Alpe& &%ra%eg( for

econo-ic

*e,elop-en% an*

inno,a%ion

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rJgionale *e

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Jcono-iLue e%

1

20204 )o%+ *ocu-en%& *efine& %+e priori%ie& of %+e regio nal go,ern-en% fro- 20 %o 204. )o%+ &%ra%eg(

+a,e %+e &a-e par% regar*ing nno,a%ion/

+e Region i& curren%l( or$ing on up*a%ing %+i& &%ra%eg( ( l ea*ing a RS3 proce&& Regional

nno,a%ion S%ra%eg( S-ar% Speciali&a%ion/ in l ine i%+ %+e E< e'pec%a%ion& for fu%ure &%ruc%ural

fun*&.

Frenc+ go,ern-en% 5

#ini%&r( for n*u&%r(

?lu&%er polic(

general 53

200! +e clu&%er polic( i& an o,erall &%ra%eg( %o oo&% inno,a%ion an* en%repreneur&+ip/ ( connec%ing all

group& of pla(er& " re& earc+/ %ec+nolog(/ +ig+er e*uca%ion/ %raining an* econo-ic *e,el op-en% %o

crea%e par%ner&+ip& an* ne%or$ing.

% +elp& %o organiDe& cro&&fer%ili&a%ion e%een *ifferen% *i&ciplinar( fiel*&/ ringing %oge%+er

large an* &-all fir-&/ re&earc+ laora%orie& an* e*uca%ional e&%ali&+-en%&/ all or$ing %oge%+er in

a &pecific region %o *e,el op &(nergie& an* coopera%i,e effor%&. =%+er par%ner& -a( e roug+% in/

&uc+ a& pulic au%+ori%ie&/ ei%+er local or na%ional/ a& ell a& fir-& pro,i*ing u&ine&& &er,ice&.

+e goal of co-pe%i%i,ene&& clu&%er& i& %o uil* on &(nergie& an* &pur inno,a%i,e/ collaora%i,e

proec%& in or*er %o gi,e par%ner fir-& %+e c+ance %o eco-e fir&% in %+ei r fiel*&/ o%+ in France an*

aroa*. +e clu&%er& +a,e %+e re&pon&iili%( %o cer%if ( collaora%i,e proec%& e-ana%ing fro-

re&earc+ la& an* in*u&%r( S#E& an* large group& +ic+ can %+en appl( for puli c fun*ing

Go,ern-en% an* local.

?lu&%er& are in %+e proce&& of *efi ning %+eir &%ra%egie& for 203208

Region R+neAlpe& +a& a %o%al u*ge% of !# euro& per (ear for %+e

clu&%er polic( fi nancing o%+ ani-a%ion an* proec%&.

Frenc+ go,ern-en%/

%ran&,er&al approac+ of

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Fa%ional/ regional an* local

go,ern-en%

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proec% agree-en%

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2007

pre,iou&

genera%ion

crea%e* in

982

% i& an agree-en% e%een %+e cen%ral &%a%e an* a &pecific regi onal go,ern-en% on %+e

organi&a%ion an* fun*ing of large *e,elop-en% progra-&/ for in&%ance &uppor% %o %+e crea%ion of

ne &%ruc%ure& o,er a *efine* perio* of %i -e ! %o 6 (ear&.

+e Regional go,ern-en% +a& in,e&%e* in %+i& con%ra% 28/8 -illion on 4

progra-&" #ina%ec/ >anoio/ S >anol(on/ >anol(on in 20073. ?ofun*e*

( >a%ional go,ern-en% an* local au%+ori%ie&

Frenc+ go,ern-en% 5

#ini&%r( for ig+er

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200! A>R i& a pulic financing agenc( %+a% &uppor%& collaora%i,e fun*a-en%al re&earc+ %r+oug+ call& for

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+e progra--ing i& a&e* on %+e na%ional &%ra%eg( for re&earc+ an* inno,a%ion fu%ure Agen*a for

Re&earc+ &ee ao,e.

?lu&%er& can cer%if( &o-e proec%&. % i& al& o i-por%an% %o no%e %+e ;)l anc n%erna%ional; progra--e

of %+e A>R +ic+ allo& for f un*ing of %ran&na%ional proec%& in $e( &%ra%egic &ec%or&

A>R finance* &o far aroun* 2200 proec%& +ic+ a-oun%e* %o aroun* .!

illion . #inalogic cer%ifie* 29 proec%&an* 00 of %+o&e ere finance* 9!

-illion Euro&

Regional Go,ern-en%

RJgion R+ne Alpe&

Suppor% %o

regional S#E&

+e Region +a& *e,el ope* nu-erou& in&%ru-en%& %o &uppor% regional S#E&" Plan P#E cla&&ical

financial in&%ru-en%& loan&/ rei-ur&ale a*,ance/ gran%& garan%ee& an* eLui%( in,e&%-en%&&%ar% up p+a&e i%+ +ig+ inno,a%ion po%en%ial/ u&ine&& *e, elop-en% p+a&e...

Plan P#E 2020!"

!00co-panie& acco-panie* eac+ (ear !#Euro& of annual u*ge%.

8 progra-&" &%ra%eg(/ finance/ pe rfor-ance/ infor-a%ion &(&%e-&/

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>a%ional an* regional

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pla%for-&

2008 +e ai- of %+e pla%for-& fun*e* %+roug+ %+i& polic( i& %ec+%ran&fer e%een par%ner& fro-

re&earc+ an* in*u&%r(.

3 pla%for-& +a,e een &e%up an* fun*e* 4/9 -illion& ( ERCF an*

800K ( %+e regional go,ern-en%


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At national level

In France, the framework for the promotion of Innovation is based on a transversal approach

between different ministries such as the Ministry for Economy and Finance, the Ministry for

Industry and the Ministry for Higher Education and Research. Different instruments and

structures exist at national level. Local and regional authorities mainly leverage national

policies.

Since 2005, the cluster policy has been an essential component of the overall national

strategy to boost innovation and entrepreneurship, aiming at better connecting all actors of

the triple helix (research-higher education; industry; public authorities). The goal of

competitiveness clusters is to build on the synergies of these actors and to spur innovative

RTD collaborative projects. The clusters have the responsibility to certify collaborative

projects between research labs and industry (SMEs and large groups) which can then apply

for public funding. The main program dedicated to the funding of RTD collaborative projects

is an interministerial fund called FUI. The projects are co-funded by the State and by local

authorities. In some cases ERDF is also directed to this program. Competiveness clusters

are linked by a performance contract with the State and local authorities, defining their

overall strategy and objectives. They are evaluated on a 6 year-basis. Minalogic was

evaluated as an "excellent performer" in 2012. It was also awarded the Gold Label of the

European Cluster Excellence Initiative.

The Government has also set up since 1983 the Research Tax Credit (CIR) to boost RTD:

companies can apply for a tax rebate of 30% of their RTD spending till 100 million and 5%

beyond this amount. Most recently, the Government adopted the National Pact for growth,

competitiveness and employment in which it reaffirmed its strong commitment in favour of

innovation.

The National Agency for Research is a public financing agency that supports collaborative

fundamental research through calls for proposals, in line with the national strategy for

research and innovation. The ANR is also implementing other state innovation programs. For

instance, ANR is in charge of the implementation of 8 Institutes for Technological research

(IRT) which have been selected in France, with a total budget of 2 billion to promote private-

public partnerships in this field. NanoElec is the IRT dedicated to nanoelectronics and is

based in Grenoble. It is a consortium for the development of 7 specific programs,

coordinated by the CEA-Leti. Minalogic, STMicro, Soitec, Mentor Graphics are part of the

consortium. Nanoelec received 100 million of direct public fundings and will beneficiate in

the long term of 200 million extra. It is co-funded by private partners up to a total budget of400 million. The research done by the institute focuses on 3D integration and silicon

photonics, with the goal of developing marketable technology.

At regional level

Both documents "Regional strategy for economic development and innovation" and

"Regional strategy for higher education, research and innovation" describe the priorities of

the Rhne Alps regional government from 2011 to 2014. The Region is currently working on

updating its innovation strategy by leading a RIS3 process (Regional Innovation Strategy -

Smart Specialisation), in line with the EU expectations for future structural funds. In the last


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Regional Innovation Scorecard 2012, Rhne-Alps, which together with Auvergne compose

the Center-East region, has been identified as an Innovation leader.

Rhne-Alps is renowned for its cluster policy, as it is the first French region to have created

clusters in 2004. It currently invests over 15 million per year in total in cluster policies and

collaborative projects (FUI). As a result, regional projects at FUI calls for proposalsrepresented up to 50% of national projects. Overall the Region invested over 90 million in

micro- and nanoelectronics from 2006 to 2012, which represents around 30% of its total

innovation spending (big projects, cluster policy, technological platforms).

Finally, the Region has developed numerous instruments to support regional SMEs:

coaching programs for SMEs; classical financial instruments (loans, reimbursable advance,

grants); guarantees and equity investments (start-up phase with high innovation potential,

business development phase).

At local level

The main place for microelectronics is the area of Grenoble, where Minalogic is based. Local

authorities of Grenoble give a strong support to micro-/nano-electronics by co-funding

competitiveness clusters and collaborative projects as well. Since 2005, 240 projects have

been certified by Minalogic, thanks to 705 Million of public funding, including 68.5% from

the Government, 22.6% from local authorities and 8.9% from ERDF. Among local authorities,

the City of Grenoble has invested 3.5 Million since 2006 in collaborative projects in

microelectronics. Furthermore, local authorities also finance numerous other projects in the

field of micro- and nanoelectronics such as the IRT Nanoelec and Nano2012, a major public

private partnership in favour of research in microelectronics which brings together several

local actors (CEA, ST Microelectronics, IBM).

Beside the favourable innovation policy framework at national and regional/local levels, the

dynamism of Rhne-Alps microelectronics innovation ecosystem is also due to the presence

of very dynamic microelectronics and software companies. And last but not least to the

presence of world class players in education and research (public laboratories around the

Grenoble Institute of Technology, the University Joseph Fourier (UJF), the CNRS as well as

the CEA-Tech (&LETI), a leading research organisation which also has an influential role

regarding KETs (Key Enabling Technologies) at EU level (High Level Group on KETs

presided by Jean Therme).


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2.3. DSP Valley

Table 3: List of most important policies and action plans - DSP Valley (Belgium)

Region program owner Program Program Description

Flan*er& : S#E nno,a%ion Proec%& Su&i*( of inno,a%ion proec%& for S#E&

Flan*er& : S#E fea&iili%( &%u*ie& Su&i*( of fea&iili%( &%u*ie& for S#E&

Flan*er& :

S#E fea&iili%( &%u*( for

&%ar%er&

Su&i*( of fea&iil i%( &%u*ie& for S#E&/ ai-e* a%

&%ar%ing co-panie&

Flan*er& : RIC proec%& Su&i*( of co-pan( proec%&

Flan*er& : Groupe* fea&iili%( &%u*ie& Su&i*( of groupe* fea&iili%( &%u*ie&

Flan*er& : SPR>

Su&i*( of *e,elop-en% proec%& of li-i%e* &iDe/

reLue&%or& are nonS#E& %+a% *o no% appl( for

large RIC proec%&

Flan*er& : HS

focu& on inno,a%i,e &+or% %er- i-ple-en%ale

&olu%ion& for a con&or%ia of co-panie&

Flan*er& : e%ra ec+nolog( %ran&fer ( uni,er&i%ie&

Flan*er& : S)=)a&ic re&earc+ i%+ econo-ic ou%pu%" &pinoffcrea%ion of ini%ia%ion of folloup RIC proec%&

Flan*er& : )ae$elan* -an*a%e&

P+C re&earc+ -an*a%e in clo&e collaora%ion i%+

co-panie&

Flan*er& : P+C &collar&+ip& P+C re&earc+ -an*a%e uni,er&i%(

Flan*er&

Agen%&c+ap

on*erne-en K#= por%efeuille

&u&i*ie& a,ailale for %raining/ con&ul%ing/

&%ra%egic con&ul%ing/ in%erna%ional u&ine&& a*,ice

an* %ec+nolog( e'plora%ion.

Fe*eral F=C Finance Hariou& a' ?re*i%&

a' cre*i%& for pa%en%&/ re&earc+er& i%+in

co-panie& an* $nole *ge in&%i%u%e&/

in,e&%-en%&/ RIC/ Q

Flan*er& P#H P#H

Hariou& a(& of co-pan( financing &uor*ina%e*

on*&/ con,er%ile on*&/ Q. Hariou& u*ge%

&iDe& po&&ile

Fe *eral F=C econo-( nno,a%ion onu&

a' enefi%& for onu& gran%e* %o e-plo(ee

po&po&ing inno,a%ion i%+ real a**e* ,alue for

%+e co-pan(

Flan*er& F:= Fun* Scien%i fic re&e arc+

in*i,i*ual -an*a%e& prepo&% P+C/ re&earc+

proec%&/ Q focu&&e* on fun*a-en%al re&earc+


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In Belgium, public funding can be obtained on different levels: federal, regional and provincial

each with their priorities and funding rules. Most competences are transferred to the regions

except for national security (defense and police) and tax. The relevant competences are with

the regions and are handled in Flanders by two agencies The Agency for Innovation by

Science and Technology IWT- and the Enterprise Flanders agency or Agentschap

Ondernemen.

IWT Regional Agency for Innovation by Science and Technology

This is the most important funding authority and is supporting SMEs and large-scale

companies with funding for research and development projects with a strong innovative and

industrial impact. The projects have to show an important return to the region expressed as

job creation. The funding level can vary between 25% and 60% of the relevant project costs

and the funding can be as high as 5.000.000 . The project proposal scheme is permanent.

The IWT also manages the scholarship grants for doctoral degrees and post-doc

investigation.

AgentschapOndernemen- Enterprise Flanders

Its the instrument of the ministry of economic affairs and is used to promote a strategic

research agenda that is defined by the politicians and relates to the major challenges for

society and economics. Most of the topics are addressed in periodic calls and the terms are

very similar to the IWT. One particular topic is open permanent and is related to the support

for SMEs for training, external consulting, strategic advice or technology exploration and has

a limited budget per company.

FWO Fund for Scientific Research

This is a regional fund that manages basic research with no short term industrial affinity. Itfunds research projects and research grants for basic research executed at universities and

research institutes.

PMV Particaptie Maatschappij Vlaanderen

Contributes to the financing of the companies by participating in the capital with bonds or

loans. Some are complementary to research grants.

Federal BELSPO Belgian Federal Science Policy Office

Mainly responsible for research funds and research grants in a few sectors: these include;

aeronautics, aerospace, natural resources and defense.

Municipal funding is not relevant in the frame of micro and nano technology exploitation.

However they play some role in facilitating the basic infrastructures for transport and mobility.

Federal Ministry of Finance

Providing tax credits for revenues from licenses, tax reduction for scientists involved in RTD,

and capital investments in RTD.


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2.4. High Tech NL

Table 4: List of most important policies and action plans - High Tech NL (Netherlands)


H!" roadmaps#

Market oriented"

Technology oriented"

)rainpor%

Ce,elop-en%

)rainpor% i& a regional *e,elop-en%

organiDa%ion for %+e Sou%+Ea&%

>e%+erlan*&. +e( *e,elop an*

-ain%ain %+e policie& %o en&urecon%inua%ion of %+e region a&

inno,a%i,e %op region

)rainpor% 2020 20 )rainpor% 2020 connec%& &ee-le&&l( %o %+e a-i%ion& a&

for-ula%e*( %+e E< for %+e co-ing 0 (ear&. +e ,i&ion

focu&&e& on &ol,ing &ocie%al c+allenge& a& +eal%+( foo*/

aging/ -oili%(/ &afe%(/ en,iron-en% an* energ(. +e&ea&pec%& gi,e %+e in*u&%rial co--uni%( in %+e Sou%+ Ea&%

>e%+erlan*& a &%rong a&i& for econo-ic gro%+. +e ,i&ion

a& for-ula%e* &pecificall( for %+e Sou%+Ea&% >e%+erlan*&

region i& acco-panie* ( an e'e cu%ion progra- %+a%

a**re&&e& people/ %ec+nolog(/ u&i ne&&/ infra&%ruc%ure an*

go,ernance.

ec+nolog(

Foun*a%ion

S:

S: i& a progra--e un*er %+e oin%

go,ernance5fun*ing of %+e -ini&%r(

of e*uca%ion/ar%& an* &cience an* %+e

-ini&%r( of econo-ic affair&.

>ano>e'%>@" oin% )2S nano

re&earc+ progra- of Cu%c+ cen%ral

go,ern-en% an* all nano%ec+

cen%re& in >@.

202 A con&or%iu- of -ore %+an one +un*re* co-panie&/

uni,er&i%ie&/ $nole*ge in&%i%u%e& an* uni,er&i%( -e*ical

cen%re&/ +ic+ i& ai-e* a% re&e arc+ in%o -icro an*

nano%ec+nolog(. +e %o%al &u- in,ol,e* for >ano>e'%>@ i&

2!0 -illion e uro&/ +alf of +ic+ i& con%riu%e* ( %+e

collaora%ion of -ore %+an one +un*re* u&ine&&e&/

uni,er&i%ie&/ $nole*ge in&%i%u%e& an* uni,er&i%( -e*ical

cen%re& an* %+e o%+er +alf ( %+e Go,ern-en% of %+e

>e%+erlan*&. Re&earc+ area& inclu*e" )e(on* #oore/

>ano-a%erial&/ )io>ano/ >ano farica%ion/ Sen&or an*

Ac%ua%or&

Pro,ince of

Gel*erlan*

Pro,ince of Gel*erlan* Gel*erlan* econo-( an*

inno,a%ion progra--e&

202 20! A &ui%e of ! financial in&%ru-en%& for %+e u&ine&&

co--uni%(

)u&ine&&

?lu&%er

Se-icon >@

=o&% >H >o,io ec+ ?en%er 202 nno,a%ion cen%re i%+ 8.7!0 -2 in %o%al for u&ine&&

pre-i&e&. 60N for office& an* 40N for laora%orie&/

pro%o(ping an* pro*uc%ion facili%ie& f or S#E& in %+e &e-icon/

-e*ical %ec+nolog( an* f ar-aceu%ical &ec%or&.

Pro,ince of

=,eri&&el

Pro,ince of =,eri&&el #e&aM n&%i%u%e for

>ano%ec+nolog(/ ig+ ec+

Fac%or( 5 Fun*

200 nno,a%ion cen%re i%+ 46 ofTce&/ 20 laora%orie& an* 3

cleanroo-& for oin% RIC/ pro%o(ping an* pro*uc%ion of

&e-icon ,ariou& pro*uc%& in nano an* -icro%ec+nolog( ,alue

c+ain&. A&&ocia%e* i& a 9 # re,ol,ing fun* %o &uppor%

inno,a%ion

S%ruc%ural f un* & pro gra--e & ?o-p e%i %i ,e ne && I e-pl o(-e n% oec%i ,e progra--e & f or"%+e =,eri&&el an* Gel*erlan* pro,ince&

Ea&% >e%+erlan*& %+e Frie&lan*/ Groningen an* Cren%e pro,ince&

>or%+ >e%+erlan*& %+e @i-urg/ Ueelan* an* )raan% pro,ince&

Sou%+ >e%+erlan*& %+e >or%+ an* Sou%+ ollan*/ e%+erlan*&

=o&% >H Pro,ince of Gel*erlan* inno,a%ie en u&ine&& in =o&%

>e*erlan*

roa*-ap %(pe of *ocu-en% %o &%rea-line RC in %+e Ea&%ern

>e%+erlan*&

Pro,ince&

All all oca%e* Cu%c+ ;op&ec%or&; +a,e a -ec+ani&- % o

&%rea-line an* par%iall( fun* RIC rela%e* %o %+e c+allenge&

co,ere* ( %+e %op&ec%or. For Sili con Europe %+e %op&ec%or

;ig+ ec+ S(&%e-& an* #a%erial&; i& of i-por%ance. )a&i& i&

are %+e (earl( up*a%e* roa*-ap&. Vearl( %+e #ini&%r( of

econo-ic affair& alloca%e& a u*ge% for par%ial fun*i ng of

ac%i,i%ie& in %+e %op&e c%or an* a**re&&e* in %+e roa*-ap&.

Eligile proec%& ill e fun*e* a& follo&. +ere -u&% e a

&ignifican% collaora%ion e%een in*u&%r( an* $nole*ge

in&%i%u%e&. +e in*u&%r( ill co,er +er on e'pen&e& an*

par%iall( co,er %+e e'pen&e& in %+e $nole*ge in&%i%u%e&. +e

re-ain*er of %+e co&%& in %+e $nole*ge in&%i%u%e& ill e

-a%c+e* ( %+e -ini&%r( of econo-ic affair&.

Al&o regional policie & are gui*e* ( %+e op&ec%or roa*-ap&.

Se-icon eLuip-en%/ Prin%ing/@ig+%ing/ Solar ir% Energ(/ eal%+

care/ Securi%(/ Au%o-o%i,e/

Aeronau%ic&/ Space

ig+ %ec+ -a%erial&/ E-e**e*

&(&%e-&/ P+o%oni c&/ #ec+a%ronic&

an* -anufac%uring/ ?o-ponen%&

an* circui%&/ >ano%ec+nolog(/ ?

#i nEU #i ni &%r( of Econo-i c A ff ai r&

e&%ali&+ing a na%ional en,iron-en%

for inno,a%ion. A& &uc+ %+e( *ri,e

%+e &e%%ing up an* -ain%enance of

roa*-ap& on -ar$e% an* %ec+nolog(

area& op &ec%or& %+a% are u*ge* %o

e of $e( i -por%ance %o %+e

>e%+erlan*&.

202


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In the Netherlands, the policies for innovation and the execution of the associated work

programs is a joint responsibility of the National government and the regional governments.

A short outline is presented in the following paragraphs.

National Government

Innovation is in the portfolio of the Dutch Ministry of Economic Affairs. The aims and goals

to maintain and improve the Dutch position as innovative high tech top country are

developed here. On high level terms programs are developed to support research institutes,

universities and companies. On the financial side support is provided via some tax reduction

initiatives related to RDI and via the Top Consortia for Knowledge and Innovation (TKI2).

Recently the Ministry structured the Innovation activities along the

lines of 9 Top Sectors3that are judged to be of great importance to

the Dutch economy. For the Silicon Europe project the Top Sector

High Tech Systems and Materials (HTSM 4 ) is the leading

topsector. This topsector includes market oriented aspects and (keyenabling) technology subjects as shown in the graph. The HTSM

topsector provides, through the micro- and nano electronics aspect,

enables for almost all markets, also those outside the HTSM sphere.

For each of the aspects within a top sector roadmaps are developed by teams

governed by industrialists, institutionalists and government representatives (triple helix

approach). These roadmaps are updated every year. For the actual realization of the targets

as defined in the roadmaps, the national government has allocated the main responsibility at

the side of the regional governments (e.g. via regional development agencies) and the

industry and institutes/academia.

Regional Government

The regional authorities play an important role in making the innovation ambitions come

through. In their strategies they select those aspects from the overarching roadmaps that fit

in a natural way in the regional ecosystem and translate the high level ambitions into

operational ambitions for the region (see for example Brainport 2020!). To support the

achievement of the goals by the industry and institutes/academia, the regional governments

have several instruments available ranging from infrastructural support to financial support as

providing loans and grants. The regional development agencies Oost NV and BOM NV play

a crucial role in this approach.

+%%p"55.ri$&o,er+ei*.nl5-ini&%erie&5eD2+%%p"55.ri$&o,er+ei*.nl5on*ererpen5on*erne-er&$li-aa%eninno,a%ie5in,e&%erenin

%op&ec%oren5%opcon&or%ia,oor$enni&eninno,a%ie%$i&3+%%p"55.ri$&o,er+ei*.nl5on*ererpen5on*erne-er&$li-aa%eninno,a%ie5in,e&%erenin%op&ec%oren4+%%p"55.+%&-.nl5op&ec%orS#!+%%p"55.rainpor%2020.nl5Foo%er-enu5Conloa*&5)rainpor%2020opEcono-(S-ar%Socie%(


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Local Government

In the Dutch system the local governments do not play an important role. Their role is in

general limited to providing an atmosphere of hospitality to innovation initiatives. For instance

in the housing of campuses (High Tech Campus Eindhoven, Novio Tech Campus

Nijmegen).


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2.5. ME2C/AUSTRIA

Table 5: List of most important policies and action plans - ME2C (Austria)

Austrian RTI strategy 2020 Becoming an innovation leader => with ICT!


Au&%rian Fe*eral

Go,ern-en%

Progra--e of %+e

Au&%rian Fe*eral

Go,ern-en% for

%+e 24%+

@egi&la%i,e Perio*

2008203 Progra-- of %+e fe*eral go,ern-en% inclu*ing a co-pre+en&i,e c+ap%er on Re&earc+/ ec+nolog(

an* nno,a%ion. +e -ain ai- in %+i& c+ap%er i& %o increa&e %+e coun%r(1& re&earc+ ra%io/ +ic+

&+oul* e ac+ie,e* for e'a-ple ( e'pan*ing %+e *irec% an* in*irec% fi&cal re&earc+ fun*ing.

Par%icular &uppor% i& planne* in %+e fiel* of ? ;a& an engi ne an* enaler of econo-ic an* &ocial

progre&&;.

Au&%rian Fe*eral

Go,ern-en%

R &%ra%eg(

;)eco-ing aninno,a%ion

lea*er. Reali&ing

po%en%ial&/

increa&ing

*(na-ic&/

crea%ing %+e

fu%ure;

08.03.20 +e R &%ra%eg( ;eco-ing an inno,a%ion lea*er; a& *e,elope* oin%l( ( all -ini&%rie& of %+e

Au&%rian Fe*eral Go,ern-en%. +e ai- of %+e &%ra%eg( i& %o -a$e Au&%ria an E< inno,a%ion lea*er( 2020. Folloing %+e European 2020 & %ra%eg(/ %+e Au&%rian go,ern-en% +a& *efine* fi,e na%ional

%arge%& +ic+ ere appro,e* ( %+e -ini&%erial council an* &u&eLuen%l( ere %+e gui*ing

principle for %+e Au&%rian refor- progra-. +e fi,e na%ional +ea*line %arge%& for Au&%ria are in

%+e&e fiel*& " e-plo(-en%/ re&earc+ I *e,elop-en%/ energ(/ e*uca%ion/ re*uc%ion of po,er%( an*

&ocial e'cl u&ion. Referring %o re&earc+ I *e,elope-en%/ %+e RIC ra%e &+oul* e 3.76 N of GCP (

2020. +i& %arge% ai-& %o %urn Au&%ria in%o a $nole*gea&e*/ inno,a%i,e an* co-pe%i%i,e

econo-(. Ano%+er poin% -en%ione* i& %o focu& ac%i,i%ie&/ e&peciall( +en i% co-e& %o fur%+er

*e,elop-en% of generic $nole*ge an* generic %ec+nologie&/ &uc+ a & infor-a%ion an*

co--unica%ion %ec+nologie&/ -a%erial &ci ence&/ life & cience&/ %+e +u-ani%ie& an* &ocial &cience&.

)#H Fe*eral #ini&%r( for ran&por%/ nno,a%ion an*

ec+nolog( i& re&pon&ile for applie* re&earc+ an*

%ec+nolog( *e,elop-en%. ?o-panie& are i-por%an%

par%ner& in %+i&/ an* %+e ai- i& %o encourage %+e-

%o -a$e +ig+er R in,e&%-en%& an* %o coopera%e

i%+ re&earc+ in&%i%u%ion&. +e -,i%1& -ea&ure&

for %+i& purpo&e are -ainl( ai-e* a% con%riu%ing %o

re&earc+/ %ec+nolog( an* inno,a%ion in or*er %o fin*

&olu%ion& %o &ocial c+allenge&.

R S%ra%eg(

Wopic

#anage-en%"

&%ra%egic

fra-eor$ for R

fun*ing

08.03.20 +e %opic -anage-en% perfor-e* ( %+e Au&%rian #ini&%r( of ran&por%/ nno,a%ion an*

ec+nolog( pro,i*e& %+e & %ra%egic fra-eor$ for R fun*ing an* acco-pan(ing ac%i,i%ie&.

+e -ain re&earc+ %opic& i n %+e -anage* por%folio are energ( incl. poer &uppl( an* energ(

efficienc(/ -oili%(/ &-ar% -anufac%uring/ infor-a%ion an* co--unica%ion %ec+nolog(/ +u-an

po%en%ial/ &pace an* &ecuri%(. :i%+ fi,e focu&e& in %+e fiel* of ?/ Au&%ria i& one of Europe1&

lea*er& in ? re&earc+. n or*er %o &ecure an* e'pan* %+i& a *,an%age/ %+e -,i% i& concen%ra%e*

on %+e folloing core area&"

Se-an%ic &(&%e-&/ E-e**e* &(&%e-&/ Hi&ual co-pu%ing/ %+e ,i&uali&a%ion of *a%a an*

applica%ion&/ S(&%e-&onc+ip&/ ru&% in &(&%e-&/ ? an* *e-ograp+ic c+ange

?ouncil forRe&earc+ an*

ec+nolog(

+e council for Re&earc+ an* ec+nolog(Ce,elop-en% a& e&%ali&+e* a& an in*epen*en%

council ( %+e Au&%rian Parlia-en% in %+e (ear 2000.

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In Austria the framework for the promotion of research, technology development and

innovation is determined on national level in the RTI strategy 2020 "Becoming an innovation

leader. This strategy has been developed jointly by all ministries of the Austrian federal

government.

The Federal Ministry for Transport, Innovation and Technology (bmvit) is responsible forapplied research and technology development. The topic management provides the strategic

framework for RTI funding and accompanying activities in Austria. The main research topics

in the managed portfolio are energy (incl. power supply and energy efficiency), mobility,

smart manufacturing, information and communication technology, human potential, space

and security. With five focuses in the field of ICT, Austria is one of Europe's leaders in ICT

research. In order to secure and expand this advantage, the bmvit is concentrated on the

following core areas:

Semantic systems

Embedded systems

Visual computing, the visualisation of data and applications

Systems-on-chips

Trust in IT systems

ICT and demographic change

Additionally the Council for Research and Technology Development elaborated an Austrian

ICT Research Strategy in the year 2012. It describes ways how to position Austrias ICT-

Research on top of the international ranking. Microelectronics is one of the fields of research

that is highlighted in that strategy.

The central programme for the promotion of technology development and innovation in

information and communication technology is ICT of the future". It interlinks ICT withapplication fields and societal challenges. It supports ICT innovation in a comprehensive

perspective and aims to contribute to the goal of the federal government to lead Austria from

the group of so-called Innovation Followers to the group of Innovation Leaders to become

one of the most innovative countries within the EU. The Community European Research

Area (ERA) provides a frame of reference for this national programme. The administration of

the programme is done by the Austrian Research Promotion Agency, which is the national

funding agency for industrial research and development in Austria. It also supports the

initiatives ARTEMIS Austria and ENIAC Austria.

On a yearly basis an Austrian Research and Technology Report is made. It reports a status

on the nations federally funded research, technology and innovation initiatives to theAustrian parliament. The reports draw on current data to present an overview of specific

trends and show how Austria measures up internationally in selected categories. The reports

are commissioned by the Federal Ministry of Science and Research (BMWF), the Federal

Ministry for Transport, Innovation and Technology (bmvit) and the Federal Ministry of

Economy, Family and Youth (BMWFJ).

Cluster activities are specially monitored and coordinated via the National Cluster platform of

the Republic of Austria. It was established in 2008 by the Federal Ministry of Economy,

Family and Youth and aims at sharing cluster relevant information and fostering cooperations

between clusters at national and regional level. The importance of clusters is underpinned by

recommendations of the Council for Research and Technology dated in 2009.


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One of the major activities of the association of the Austrian electrical and electronics

industry (FEEI) is to generate a framework for the transformation of RTD advances into

products and jobs. Within the association the components industry is organized in a specific

section. The companies of the Austrian electrical and electronics industry have elaborated a

proposal paper describing framework conditions needed in Europe to be able to keep

production and research in Europe. Topics in focus are KETs as well as microelectronic

production.


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3. RTD actors structure analysis3.1. Description of methodology

To enable an objective comparison between the involved clusters, in a first step some

common analysis criteria have been defined during several working meetings within the firstmonths of the project.

The first and most simple differentiation was made with regard to the cluster structure. All

actors have been assigned to one of the following categories:

Large companies

Less than 250 employees Research institutes

To make the figures consistent, the following rules have been obeyed:

1. For data access reasons, only companies that are member of one of the relevant cluster

organisations (Silicon Saxony, Minalogic, DSP Valley, High Tech NL [including BCS-NL],

ME2C) have been assessed.

Cluster members that are not directly involved in the semiconductor value chain (such as

public authorities or companies delivering horizontal services such as accounting etc.) also

have not been taken into account.

The fact that due to the availability of data - only member-organisations are considered in

this report16automatically leads to an incomplete view on the semiconductor business (local

ecosystems) in the cluster areas at this stage as not all semiconductor related organisations

are actively associated to the cluster entity (yet). However, this fact will be considered within

the SWOT analysis that will be done as a follow-up of this report.

2. With regard to the number of employees, only employees of the relevant branches have

been counted. This affects in particular large companies with branches in one or more of the

analysed clusters. Consequently, also not all companies categorized within Less than 250

employees are SMEs in the definition of the EC.

3. In France, for legal reasons, no exact figures are available for staff/employees. All figures

are educated guesses only.

For a further comparison, a set of differentiation criteria has been defined, focusing mainly on

a value chain perspective. After several different approaches, an agreement was made to

use a rather general value chain similar to the one presented by Fred van Roosmalen, NXPduring the SEMI conference in Brussels 2013.

6For the case of Minalogic an exception was made as research organisations do not have to be

cluster members. For Silicon Saxony, only appr. 1/3 of the companies active in the field are members

of the cluster entity Silicon Saxony e.V.


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The figure below shows the mentioned value chain which was further broken down in the

analysis.

Figure 1: Semiconductor value chain (after Roosmalen, NXP)

It was agreed that each company had to be assigned to only one element within this value

chain.

Thus, in particular the weighted (by staff) figures of the cluster structures and strengths do

not reflect the fact that in particular larger companies sometimes cover also other fields(beside their core business).

Finally, served markets have been investigated. For the market focus one company could

be ticked in many boxes which means that in terms of headcount no qualified statements can

be made (as e.g. large players like ST or Globalfoundries serve more than one market

segment and it was impossible within the framework of Silicon Europe to get weighted

figures in this regard.

The table below shows again the basic criteria including explanatory notes.


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Main category Explanation

More than 250 employees

companies with less than 250 employees, not all of them SMEs

organisation delivering fundamental or applied R&D to commercial entities

all activities related to the design of electronic chips and the activities to arrange for

production of the components





integrated device manufacturer: designer/developer of semiconductor devices that

have production facilities

production facility for the production of semiconductor devices

FRONT-ENDdevelopment and production of tools particularly for the FE (waferlevel) production

processes

BACK-END development and produc tion of tools partic ularly for the BE production pro cesse s

Test development and production of test tools for BE and FE

Suppliers to equipment manufacturers

includes all companies providing (sub-)systems and services to equipment

manufacturers

Materials Materials and consumablesmaterials and consumables needed f or the production of semiconductor components,

devices and (sub)systems

all activities related to assembling the bare (silicon, GaAs, SoI) chips and packaging,

3D integration is included here

testing of semiconductor components, devices and (sub)systems

the design of the integration of semiconductor components or devices into

(sub)systems, also included here is the des ign of 3D-integration.

software excecuted on standard platforms controlling equipments etc or SW related

to the actual application of the end product

software embedded end excecuted on specific platforms controlling equipments

(software run on a chip)

all eclectronics related to internet, security, wireless, smart home applications

all electronics related to automotive and transport including battery, e-bike,navigationsystems

all electronics related to energy generation, distribution and consumption including

photovoltaics as well as applications with sustainablke environmental impact

all electronics related to aviation and aerospace applications

all electronics used in health and wellbeing applications

all electronics related to consumer products (smart phones, games, tablets) as well as

household appliances

all electronics related to safety and military applications

Includes suppliers and manufactures of production machinery in the broadest sense.

It includes the design too l suppliers, production tool suppliers, material suppliers,

production automation suppliers etc

add another area if needed

Equipment

Large companies

Small companies

Research Organisation

Fabless (components)

Design houses & IP providers (Services)

EDA (software)

IDMs

Foundries

Sub categories

Cluster structure

Design

Fabs

Other

Systems

Design, Assembly, Packaging

Testing

Integration

Application sof tware

Embedded software

Markets

Aviation/Aerospace

Medical/Health

Consumer

Safety/Defence

Semiconductor Industry

ICT

Mobility/Automotive

Environment and Energy


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3.2. Results

3.2.1 Silicon Saxony

For WP2 Silicon Saxony Cluster public & private RTD actors were analysed to collect

number and share information towards the cluster structure and its members business

activities within value chain, equipment, systems and market orientation. Important to know

by classifying these numbers is that only cluster membership institutions were taken into

account.

3.2.1.1 Cluster structure

Figure 2: Cluster structure Silicon Saxony - # of organisations

The picture shows a cluster structure that is dominated greatly by small and medium

enterprises (81%). The lack of large companies is so strikingly that they are even fewer than

the research organizations. The most important players within that category are

Globalfoundries (3.500) and Infineon Technologies Dresden (2.000).

Figure 3: Cluster structure Silicon Saxony - # of employees


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Opposing this enormous share at the number of organisations, the small and medium

companies play a smaller role as employers. Here the larger enterprises predominate and

employ more than the half of the clusters around 21.000 people staff.


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3.2.1.2 Value chain

Figure 4: Total value chain Silicon Saxony - # of organisations

The cluster companies technology orientation along the whole semiconductor value chain is

very highly dominated by the sub-category of Equipment where 61% of the enterprises are

having their core business. The remaining sectors are distributed quite equally.

Figure 5: Total value chain Silicon Saxony - # of employees

On the level of employees, Fabs plays the leading role (41%). But Silicon Saxonys

members are active and excellent also within all other elements of the value chain, especially

within development, production and distribution of micro- and nanoelectronics Equipment

(34%). Beside that there are specific strengths and capabilities in Design, Materials andSystems.


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3.2.1.3 Equipment

Figure 6: Sub-value chain Equipment Silicon Saxony - # of organisations

Within the sub-category of Equipment the business activities of the cluster members are

largely within the field of Front-End technology where two-thirds of the organisations are

engaged. All other sectors are quite equally considered.

Figure 7: Sub-value chain Equipment Silicon Saxony - # of employees

On the employees level the Front-End dominance is even more pronounced where 70% of

the clusters total staff work in this sub-value chain sector.


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3.2.1.4 Systems

Figure 8: Sub value chain Systems Silicon Saxony, # of organisations

The graphics shows two nearly equally halfs of Design, Assembly and Packaging (45%) and

Application Software (41%) added with respective one organisation from the remaining

sectors.

Figure 9: Sub value chain Systems Silicon Saxony, # of employees

On the employees level this differs a lot as fare more than every second employees just is

within Design, Assembly and Packaging (59%) whereas Application Software is reduced

down to 23%.


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3.2.1.5 Market Focus

Figure 10: Market Focus Silicon Saxony

Half of the companies are engaged within the field of Semiconductor Industry (51%) which

shows a clear orientation of the cluster for that industry. Again there is good balance for the

distribution of the remaining industry share beside Safety and Defence without any institution

in this strategic industry.


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3.2.2 Minalogic

Global competitive cluster Minalogic fosters research-led innovation in intelligent miniaturized

products and solutions for industry with two strong strategic focus: micro- and

nanotechnologies as well as software. In the context of the Silicon Europe project, and of the

WP2 exercise to collect information and map pertinent regional public & private RTD actors,only those of the cluster members involved in the semiconductor value chain were analysed:

153 companies (80% of companies of less than 250 people) and 19 research

organisations/public labs.


Figure 11: Cluster structure Minalogic, # of organisations

Figure 12: Cluster structure Minalogic, # of employees

Small and medium companies constitute more than two thirds of the Minalogic cluster

whereas they play a very minor role for employment. Their staff counts for 10% of the totalcluster staff of around 36 000. The large companies position is nearly the full opposite as


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they represent 18% of the organisations but more than 73% of the employees. The research

organisations represent 11% of the cluster members but nearly a fifth of the total staff of the

cluster members analysed (e.g a pool of 6500 jobs) confirming that they represent a key

asset of our ecosystem).


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3.2.2.2 Value chain

Figure 13: Total value chain Minalogic, # of organisations

Figure 14: Total value chain Minalogic, # of employees

The classification of the companies into the main categories of the value chain shows that

Minalogics members are numerous and active along the whole semiconductor value chain.

Both in terms of number of companies and of staff, the cluster members involved in Systems

integration play an overwhelming role: they represent 66% of the organisations and 63% of

the total employees. The analysis also highlights a strength in component manufacturing

reflected by the number of employees of Fabs which amounts to 20% of the total. This can

be explained by the presence of 5 IDMs and mainly of STMicroelectronics, one of the top

ten at world level. Another strength is related to the number of companies and jobs active in

Design, especially bearing in mind that this activity is also mastered by our IDMs. Minalogic


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cluster members are less numerous in equipment and materials, even if the presence of

Soitec explains the around 1300 staff that are active in the materials category.

It is also important to note, even if this could not be reflected in the template used, that our

internal analysis demonstrated why Grenoble valley is recognized as the imaging valley for

the design and component manufacturing in digital imaging (CMOS components andsensors, system integration in modules) with the presence of world best companies (Trixell,

Ulis, Sofradir, E2V, STmicroelectronics, Pyxalis, Isorg) and a generated cumulated

revenue of 10 billion Euro.


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3.2.2.3 Equipment

Figure 15: Sub value chain Equipment Minalogic, # of organisations

Figure 16: Sub value chain Equipment Minalogic, # of employees

The analysis shows the relatively low weight of equipment companies in terms of staff within

the cluster and in comparison with some of our Silicon Europe partners. In terms of numbers

they are evenly distributed between Front-end, Back-End, Test etc but with regards to their

employees, it appears that the majority of them work in Front-End (62%), even if it was

sometimes difficult to classify the members in only one category.

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3.2.2.4 Systems

Figure 17: Sub value chain Systems Minalogic, # of organisations

Figure 18: Sub value chain Systems Minalogic, # of employees

As already highlighted above, the majority of Minalogic members active in the semiconductor

value chain are involved in systems Integration: they represent 60 % of the 154 companies

assessed and 63% of the total staff. It is also worth noting the ecosystems expertise in

application software and embedded software.


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3.2.2.5 Market Focus

Figure 19: Market Focus Minalogic

The market focus shares of Minalogics members show a strong market orientation. In terms

of market focus, beside the importance of the companies selling to the semiconductor

industry, the Medical/Health sector appear the second most important. But around 30

companies are active in the energy sector.


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3.2.3 DSP Valley


Figure 20: Cluster structure DSP Valley, # of organisations

Figure 21: Cluster structure of DSP Valley, # of employees

The small companies constitute an important part of the members in the DSP Valley cluster.

However their contribution to the number of jobs is limited to 15 %. In DSP Valley the

employment in research organizations is outspoken. This is mainly due to the presence of

imec17who accounts for about 60 % of the employment in the research organizations.

7n%eruni,er&i%( #icroelec%ronic& ?en%re a&e* in @eu,en.


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3.2.3.2 Value chain

Figure 22: Total value chain DSP Valley, # of organisations

Figure 23: Total value chain DSP Valley, # of employees

However, DSP Valley accounts for only one wafer fab, the number of jobs involved in

semiconductor manufacturing is proportionally very important and account for almost 20 % of

the jobs. Despite the large presence of the companies providing Design services, their

contribution to the employment is relatively small. As is expected, more than half of the

members of DSP Valley is involved in system Integration as is more than 60 % of the

industry related workforce.


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3.2.3.3 Equipment

Figure 24: Sub value chain Equipment DSP Valley, # of organisations

Figure 25: Sub value chain Equipment DSP Valley, # of employees

Only one company is involved in semiconductor manufacturing equipment in this case test

equipment.


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3.2.3.4 Systems

Figure 26: Sub value chain Systems DSP Valley, # of organisations

Figure 27: Sub value chain Systems DSP Valley, # of employees

DSP Valley has well balanced activities in system Integration. With about the same number

of companies involved in the Design and development of integrated systems including their

Application Software. It is remarkable that the same effort is spent on hardware design as

s

d2 1 regional cartography rtd 1.1

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