towards the innovation economy: an industry perspective on ... · key figures 2015 10th annual...

1

Towards the Innovation Economy:

An industry perspective on radical

innovation

K. Vasseur, T. Hennebel, C. Meskers, M. Esprit, M. Van Camp

A story of collaboration innovation and transition

10th Annual Research Meeting of KU Leuven MRC

22

Outline

10th Annual Research Meeting of KU Leuven MRC, 2016-10-4

Introducing

Umicore

Circular

economy as

a pathway

Examples Take home

messages

3

Introducing Umicore

44

Who we areA global materials technology and recycling group


One of three global

leaders in emission control

catalysts for light-duty and

heavy-duty vehicles and

for all fuel types

A leading supplier of key

materials for rechargeable

batteries used in portable

electronics and hybrid &

electric cars

The world’s leading

recycler of complex waste

streams containing

precious and other

valuable metals

55

Unique business

model

Industry leader in

sustainability


Our foundations

more

stringent

emission

control

electrification

of the

automobile

resource

scarcity

Supportive

megatrends

Industry leader in

sustainability

metalsmaterial

solutions

recycling

application

know-how

Chemistry

material

science

metallurgy

Unique business

model

66

By 2020 we have…

clear leadership in

clean mobility

materials and recycling

turned sustainability

into a greater

competitive edge


Our strategy

77

Unique positionin clean mobility materials

ICEEmission control

catalysts

BEVBattery cathode

materials

(p)HEVBattery cathode

materials and

emission control

catalysts

Fuel cellsElectro-catalyst

and battery

cathode materials


88

SHORT

LOOPRecycling services

for customer

production scrap

and residues

LONG

LOOP

Unique technologies

for treating complex

residues and

by-products

Unique position in recycling


Further leverage Umicore’s leadership

in closed loop solutions for customers

Leverage the profitable

expansion to 500kt in Hoboken

1010

Strong commitmentto innovation


70%

15%

15%

R&D spend

€ 145 m R&D

FOCUS

Combined Horizon

2020 clean mobility

and recycling

Horizon 2020 other

Post Horizon 2020

and other

5.5% of revenues

invested in R&D

Focus on clean

mobility and recycling

520 patent families,

46 patents filed in 2015

1111

Figures exclude associated

companies (December 2015)

Global presence:10,429 people, 66 manufacturing sites


North America

857people

11industrial sites

South America

692people

4industrial sites

Europe

6,694people

29industrial sites

Asia / Pacific

20industrial sites

1,877people

309people

Africa

2industrial sites

1212

20%

32%

48% 51%

18%

5%

24%

2%

Key figures 2015


Revenues

€ 2.6 bnREBITDA

€ 505 mRecurring EPS

€ 2.27 /share

RESOURCE

EFFICIENCY

End-of-life

materials

Secondary

materials

Primary

materials

REVENUES BY

GEOGRAPHY

2015

Europe

North America

South America

Asia-Pacific

Africa

1313

Circular economy as a pathway



What is the common factor?Tackling societal challenges


Sustainable development

Increasing population & higherstandards of living for growingmiddle class

Resource availability underpressure

Need for sustainable growth

1616

Sustainable developmentfrom commitment over policy framework to collaboration


2015:

Sustainable

development goals to

end poverty, protect the

planet, and ensure

prosperity for all

2000 – 2015:

Millennium

development goals

providing a focal point

for governments

1987:

Brundtland report

introduced the concept

of “sustainable

development”

engaging society activating governments stimulating collaboration


The Sustainable Development Goals 17 Steps to a better world

1818

Securing sustainable supply of valuable and critical materials:


Circular economy as a pathway towards

sustainable development

• by minimizing losses throughout the

life cycle

• by developing new business models

• by designing radically new products

and concepts


Transition to the innovation economyUrgent!

Enablers:

• quality and knowledge

management

• communication and

computing technology

• Scientific knowledge baseEnablers:

• multi-stakeholder collaborations

• people with innovation and

entrepreneurship skills

2020

Transition from industrial to knowledge economy


inputautomatic & stable running process

output

production

data

learning process

experiments

knowledge integration

improvements

Controllable

knowledge

Industrial

economy

knowledge

economy

Innovation

economy

2121

Transition from knowledge to innovation economy


Competitive

research

Pre-

competitive

collaborations

Controllable

knowledge

Industrial

economy

knowledge

economy

Innovation

economy

2222

The triple helix

• consists of 3 components:

1. Industry

2. Academia

3. Government

• Societal challenges in the DNA of individual

components

• Drives transitions as it generates a discussion

of innovation in innovation

• Transition: industrial → knowledge →

innovation economy


Triple helix model can drive transitions

2323

Involvement in socio-economic

development through:

• Providing students with new

skills, ideas and entrepreneurial

thinking

• Becoming a new source of

technology generation and transfer


The Academic third missionNext to Education and Research

Entrepreneurialuniversity

Education

ResearchSocio-

economicdevelopment


Universities as key actor in innovationInnovation through synergy in education, research and

business

Education: students with different mindset and skills

Local community: creating spin-offs

Research: industry needs can drive research at universities

Society: move knowledge through people

Game changer = new role for universities:

Third mission of social-economic development next to research and education

Provide students with new skills, ideas and entrepreneurial thinking

2525

CollaborationsNetworks and partnerships facilitate open innovation and

entrepreneurship


COMPETITIVE RESEARCH

& DEVELOPMENT

Bilateral agreements

R&D projects with BUs

PRE-COMPETITIVE

COLLABORATION

Networks: CR3, EIT RM

Joint projects: H2020, SIM

PhDs and education

…

STRATEGY

US-EU-Japan trilateral

UNEP resource panel

European Innovation Platform

…

2626

Towards the innovation economyLocal community

European

Global


2727

LMRC is leveraging the transitions


Central objective for all LMRC- research lines is the understanding

of structure-properties relations and their influence on synthesis

and processing. Hence the research is based on advanced

materials characterization, novel materials synthesis and

applied materials modeling.

2828

SIM2 KU LeuvenSustainable inorganic materials management


http://www.eurelco.org/

http://www.eurelco.org/

https://www.mtm.kuleuven.be/Onderzoek/Semper/Hitemp

https://www.mtm.kuleuven.be/Onderzoek/Semper/Hitemp

2929

SIM2 KU LeuvenSustainable inorganic materials management



European Institute of Innovation and

Technology (EIT)

Mission: increase Europe’s innovation capacity, creating growth and jobs

Methodology: multi-stakeholder partnerships

Instruments: Knowledge and InnovationCommunities

Funding concept: focus on innovation andeducation

Long term strategy and output oriented

3131

• KAVA (EIT funding):

• governed by the KIC, up to 40-50 M€ per year

• KIC activities contributing to the integration of the knowledge triangle and overall EIT objectives

• KCA: activities that are linked with a KAVA and contribute to the implementation of the

strategy of the KIC

• Example: research effort of 60 k€ (KCA) can be used to leverage EIT funding (KAVA) for

pilot tests (20 k€) in collaborative partnership


Funding concept KICEIT financial contribution max 25% of KIC budget

Non-EIT funding(75%)

EIT funding

(max 25%)

KIC budget

KIC Complementary Activities KIC Added Value Activities

3232

KIC business plan cycleThe basis for the annual award of the EIT grant


Submission

business plan

proposal

EIT decision

on amount of

EIT funding

Implementation

of KIC business

plan

KIC report:

submission +

assessment

Year N-1 Year N-1 Year N Year N+1

• Long-term perspective: commit to a strategic initiative for min 7 years

• Results-oriented and impact-driven approach: monitoring multiannual strategy

and the portfolio of activities


EIT RawMaterialsAn impressive partnership

Network of more than 70 activepartners in 22 EU member states

6 co-location centers in Lulea, Espoo, Wroclaw, Leuven, Metz, Rome

Headquarters in Berlin

3434

Companies:

• Core partners: Atlas Copco Rock Drills (SE); Aughinish Alumina (IE); Arkema

(FR); ERAMET Research (FR); Atlantic Copper (ES); Aluinvent (HU); Boliden

(SE); Heraeus (DE); Höganäs (SE); LKAB (SE); Marangoni (IT); Mondragon

Corporation (ES);Outotec (FI); Sandvik (SE); KGHM Polska Miedź (PL); KGHM

ZANAM (PL); H.C. Starck (DE); UMICORE (BE)

• Associated partners: BASF, Suez Env., Veolia, Terraframe, Metso, KGHM

Cuprum, ArcelorMittal Research, BMT, …

CLC West:

• Core partners: CRM, Cutec, TUClausthal, UGent, H.C. Starck, KULeuven, TNO,

RWTH Aachen, TUDelft, Umicore, ULiège

• Associated partners: BMT, imec, OCAS, Inesc tec, Leiden, Radboud, Wetsus,

Wuppertal Inst


EIT RM partners

http://www.atlascopco.com/us/

http://rusal.ru/en/development/social_investment/ireland.aspx

http://www.arkema.fr/fr/

http://www.eramet.com/nos-activites/innover-rechercher/grace-vous/eramet-research-notre-pepiniere

http://www.atlantic-copper.es/

http://www.aluinvent.com/hu/kapcsolat/

http://www.boliden.com/

http://heraeus.de/de/home.html

http://www.hoganas.se/

http://www.lkab.com/sv/

http://www.marangoni.com/index_en.html

http://www.mondragon-corporation.com/

http://www.outotec.com/fi/

http://www.sandvik.com/sv/

http://kghm.com/

http://www.kghmzanam.pl/

http://www.hcstarck.com/de/home.html

http://www.umicore.de/


Main drivers for participation

Access to partners across the whole value chain

Support and strengthen regional academic network

Access to human capital

Align key messages within the sector and raise awareness

Explore funding opportunities for collaborative innovation projects

1.

2.

3.

4.

5.

3636

How KICs can generate impact


EDUCATION

Teaching current andfuture human capital

INNOVATION

Develop innovativeproducts and services

GOVERNANCE

Organisational structureand strategy

373710th Annual Research Meeting of KU Leuven MRC, 2016

CR3 Academic and Industrial PartnersNSF University/Industry Cooperative research collaboration

3838

Unlike traditional research engagements—and the accompanying six-figure

investment required—CR3 offers extensive benefits for a fraction of the cost.

• Research projects are member-driven. Each research project has a focus group

made up of members who provide an industrial perspective.

• Members submit and vote on proposed projects.

• 6-8 projects are in progress.

• Members have royalty-free IP rights to pre-competitive research.

• Members have the option of paying to sponsor proprietary projects.

• CR3 periodically does large-scale projects funded by the federal government or

foundations. These projects keep members informed about leading edge

technology.


CR3 Governance the road toradical innovation?

39

Take home messages

4040

Take Home messages


• We believe that tackling societal challenges allows us to

achieve sustainable leadership

• A triple helix system with societal challenges in the DNA of

individual components (Industry, Government, Academia)

generates a discussion of innovation in innovation, driving its

components towards transition and more radical innovation

• Industrial → knowledge → innovation economy

• Game changer: New role for universities next to research and

education: Provide students with new skills, ideas and

entrepreneurial thinking

• We are engaged with the LMRC on setting up, and governing,

collaborative research on a global scale in order to accelerate

innovation in our industry and beyond

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Thank you for your attention

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