Innobasque 2007-2009 Translation

246

Winning the futurethrough innovation

Board of Management

On our wayBarely a few weeks after celebrating Innobasque’ssecond anniversary, we have decided to present ourview on the main issues in the Transformationprocess we are involved in, as well as on the com-plicated economic moment we are experiencing.

Our aim has been to issue a publication that exceedsthe traditional boundaries of an annual report. Weare driven by a desire to “account for ourselves” tothose whose dedication, cooperation and effort havemade it possible for Innobasque to become what it istoday – a fully consolidated reality. Sharing the samepath, we have taken huge strides towards a goal thattwo years ago seemed beyond our reach: to mobiliseour society, create the necessary stimulus for forginga highly ambitious vision of the future, with the keybeing a demanding process of self-betterment,readying ourselves to ensure that Euskadi, theBasque Country, achieves it: to one day become “the”European benchmark in innovation.

On 5 July 2007, with the carefully thought out anddisinterested transformation of Saretek into theBasque Innovation Agency, we began hoisting theflag of innovation. The call to arms has been a suc-cess, and in less than two years we have managedto marshal the involvement of 1,029 partners, withthe cooperation in 45 i-Talde, i-Groups, of more than1,103 leaders from all social, economic, higher edu-cational, scientific-technological, institutional andcultural spheres, involving both the public and pri-vate sectors.

The results already achieved far exceed even thewildest expectations of those who played a part insetting up Innobasque, which is firmly rooted in theenormous effort made beforehand by public institu-tions and private organisations. We should like to ex-press our gratitude to these people who had the vi-sion and determination to set in motion somethingso necessary, namely, cooperation between the pub-lic and private sectors. We should most especiallylike to thank the Basque president, the Lehendakari,Juan José Ibarretxe, who had the vision to back thisproject and support it at all times, as did other mem-bers of his government.

In short, this prosperous and developed Basque so-ciety has responded to the call and opened the doorto a new social reality in terms of cooperation, con-sistent with the complex challenges of the future thatall societies like ours will have to face sooner thanlater. The road travelled so far is conducive to opti-mism, although the fruits will be harvested when weovercome the impact of the severe global recessionwe are suffering.

There are those who accused Innobasque of spread-ing an alarmist message when the current crisis wasno more than a vague threat on the horizon. Othersconsidered us to be visionaries when we called forthe immediate scrambling of resources for the trans-formation of our society. Those who placed their trust

in this team and set up Innobasque had sufficient vi-sion to pre-empt a situation of profound and seriouscrisis. Thanks to this we are now more prepared thanever to consider and build a Basque Country that isdifferent and, of course, better.

Within this context, any suggestion of complacencywould be out of place. At Innobasque, we have adopt-ed a realistic approach to our work, facing up to thecurrent scenario, analysing it thoroughly and in depthto keep one step ahead and provide alternatives thatwill enable us to emerge in the right competitive po-sition for guaranteeing our future.

This will not be an easy task, for we are facing whol-ly unprecedented economic and social circum-stances of global crisis, whose impact and extent re-quire decisive joint action.

Within the field of innovation, we have already be-gun to record some promising results, as publishedat the end of March by Eustat. Thanks to the effortmade in recent times by institutions, businesses, sci-entific-technological agents and all nature of organ-isations, the Basque Autonomous Community is onthe verge of entering Europe’s “top ten” in Innovation,a goal that we had set ourselves to achieve by 2012.According to the “European Innovation Scoreboard -EIS 2008”, the Basque Country, with a score of 0.49in 2008, records a level of innovation that wouldplace us in eleventh position amongst the countriesin EU-27, surpassing the European average in inno-vation (0.48). This makes us one of the countries rat-ed as “advanced in innovation”, alongside Austria,Ireland, Luxemburg, Belgium, France and the Nether-lands.

This position, which would have been unthinkablewith the approach and programmes in place just afew years ago, cannot be attributed to chance, butrather to the huge amount of work that has been un-dertaken in recent years.

Innovation will be the light that guides us through thetunnel we will have to traverse to overcome this cri-sis. My own personal and professional experiencehas taught me that the sun always shines after astorm, but it also true that it does not come out every-where at the same time. The Basque Country is in aposition to be one of the first to weather the stormand bathe in the sun’s new rays. We have no othergoal.

This crisis is an excellent opportunity, guided by ne-cessity and knowledge, to address a profoundchange in our model of production and growth,which under the circumstances of “comfort” and“ease” in which we have lived in recent years wouldhave been more difficult to undertake.

In order to realise this essential change in model, In-nobasque’s experience reveals that the knock-on po-tential of the public-private partnership is a funda-mental platform for reinforcing the work of all stake-holders, in all areas. Reinforcing this partnership andoperating it to full capacity is the main goal we haveset ourselves for the coming months. Furthermore,we are going to make inroads in social mobilisationand in the orchestration of a powerful and efficientnetwork of networks, with nodes that, each on its ownparticular wavelength, “vibrate” to the same frequen-cy, in pursuit of our Basque Innovation Agency’s foun-dational goal: to make the Basque Country “the” Eu-ropean benchmark in innovation in 2030.

When we refer to innovation, we are talking about

people; about people who go about their daily busi-ness with their skills, knowledge and enthusiasm.Passing with flying colours in these three subjects(means, knowledge and wanting) will be vital for ourfuture.

In short, we have to be mindful of the fact that inno-vation is the main source for creating value addedthat will enable us to set ourselves apart, reinforceour skills and urge us on to continue challenging forpole position amongst the most developed societies.

In order to make the Basque Country a benchmarkfor innovation in Europe, we have set ourselves a se-ries of short, medium and long-term objectives, withdetermination and a high level of exigency, to fulfilthat goal in the still distant year of 2030. To achieveit, we have the vision, the strategy, the commitmentand the right people to face the huge challenge oftransforming ourselves into a positively innovative so-ciety.

Today, this is no more than a dream. Yet only dream-ers change things. Innobasque seeks to bring abouta far-reaching transformation for the better of Basquesocial and economic reality. We are striving to do thiswith the confidence of the support provided by ourpartners, by the people representing them who applytheir considerable leadership skills in our GoverningBodies, and backed by the brilliant and dedicatedwork of the Innobasque team. To them all, my con-gratulations and gratitude.

We face a daunting challenge: to mobilise the entirecountry, awakening it from the complacency inher-ent to a long period of plenty, and use the will to in-novate to deploy the vast capacities we have. Weneed an innovative society because we have thehighest aspirations, to be sure of a better future.

Pedro Luis Uriarte

Chairperson of Innobasque

Innovating for social cohesionNo society is fully democratic unless it is socially co-hesive. Hence, the recognition and unfettered exer-cise of individual political rights have to be com-pounded by public policies and private schemes thatorchestrate society with a view to upholding theequal opportunities of all those people that are partof it.

There is no doubt that the Basque Country hasachieved levels of cohesion and human developmentthat are on a par with the most advanced nations inthe developed world. Accordingly, when at In-nobasque we consider the second major transfor-mation of Euskadi, the Basque Country, through in-novation, we must not lose sight of that key compo-nent of our mission, namely, innovating for social co-hesion.

This is not a matter that is exclusive to the public do-main, but also applies, and especially so, to the pri-vate sector. I cannot see it possible, in the necessarytransformation that we are undertaking in these firstyears of the new century, to address transformationprocesses whose sole purpose is the creation of eco-nomic value. I do not consider it feasible to apply in-novative strategies in our companies if they are notfocused on value creation for all stakeholders and forsociety at large. This inevitably leads us to considerhuman beings and their needs as the ultimate goalfor the community activities of institutions, business-

Translation

Memoria 08 Innobasque IMP.qxd:Maquetación 1 16/6/09 17:42 Página 246

247

es and individuals and, consequently, for their inno-vation processes.

This innovative understanding of the mission of busi-ness is what makes it an agent of social cohesion,along with the public institutions and in cooperationwith the entire fabric of organisations whose raisond’être is to cater for people’s needs, which have alsobeen included in the innovation processes under-taken within the heart of Innobasque.

Xabier de Irala

Treasurer to the Board of Management

Chairman of BBK

Public-private platform Innobasque is a unique arrangement. Although it rana serious risk of not being properly understood atfirst, it has proven to be a successful formula that isnow being copied in other countries and regions.

It was essential for society as a whole to embracewhat has come to be known as the Basque Country’s“Second Transformation” as a challenge that had tobe successfully met. This required social leadershipon the part of the private sector, as the one to mar-shal society overall, stressing the fact that this wasnot just another Government programme.

Public cooperation in this arrangement is – shouldbe – more than just providing the players with fund-ing for their innovation projects. The Public Adminis-trations also need to become innovative agents with-in their own field, accepting the challenge and set-ting an example to society in matters of innovation,with their sights set high and overcoming sectorialcriteria or the desire to concentrate on one or otherspecific sphere. This should be a project with a na-tionwide calling.

Within the current recession scenario, it is more im-portant than ever to ensure that haste does not blindus to what truly matters.

Mario Fernández

Secretary to the Board of Management

Senior Partner of Uría y Menéndez Norte Abogados, S.L.

A project of common interest Innobasque is a practical and promising example ofwhat can be achieved by joining forces and foster-ing cooperation between all those players with astake in innovation. Its integrating nature, based onpublic-private cooperation, has proven in a very shortperiod of time to be capable of bringing togetherbusiness interests and aspirations, representativesfrom the scientific-technological sphere, public-pri-vate organisations, associations and labour, beingnow made up of more than 1,000 members.

This inter-cooperation has led to the subscription of71 agreements, with another 34 currently in thepipeline. It has also facilitated international contactsat the highest level, helped to channel the opinion ofMPs from different parties and enthusiastically sup-ported high-profile projects for the future of scienceand innovation in Euskadi – the Basque Country, suchas the European Spallation Source (ESS-Bilbao).

Innobasque is a project of common interest, designedto transform Basque society through innovation, withthe aim being to make Euskadi the European bench-

mark for innovation. The success recorded so far leadsone to believe that it is a sound model for other possi-ble schemes that require the cooperation of the wholeof Basque society, as well as for similar projects thatmay be organised in other regions or countries.

José María Aldecoa

Vice-Chairperson of the Board of Management

Divisional Manager for the MCC Cooperative Centre

It is an attitudeKnowledge in general and scientific and technologi-cal knowledge in particular are the raw materials oftomorrow’s economy. Their capacity to transform theeconomy by generating permanent added value isconstrained only by the limits of our imagination.

Euskadi’s future intellectual health and materialprosperity will depend on us knowing how to inte-grate an innovating culture into our education sys-tem, our businesses and our society. Innovation isnot only science and technology, innovation and de-velopment. It is an attitude, being open to differentways of doing things. Being excellent in knowledgecreation and innovation requires time, long-termcommitment. Hence what Innobasque is successful-ly undertaking is particularly important: raising soci-ety’s awareness of the importance of innovationbased on a public-private partnership with a strategicview of the future.

Impregnating the social fabric so that it becomesaware of how important it is that innovation shouldbe accompanied by specific actions with means thatare appropriate to the purpose being pursued. Oth-erwise, we run the risk of marking ambitious and un-questionable targets yet unattainable ones. Some-thing similar happened with the Lisbon Declaration.

There is more to innovating than science and technol-ogy, but without science and technology we lack two ofthe basic pillars of the future. One’s own sound base isrequired, even to creatively adapt another person’s ideas.To do so, it is necessary for society as a whole to sharethis aim. We will need society’s support. And Innobasque,and the leadership of its Chairperson Pedro Luis Uriarte,are making a decisive contribution in this field.

Pedro Miguel Etxenike


Chairperson of the Donostia International Physics Center

Innobasque in industryTo be successful and to have a future in such a com-petitive world as ours, and at such a complicated timeas the present, we must capitalise on this opportunitywe are being offered; to this end, we need to be con-tinually innovating our products, our productionprocesses and our services, transforming them intomuch more added value. The great contribution IN-NOBASQUE has made has been and still is the greatsocial movement it has created, and which has led usto see innovation as our lever to transformation forbuilding a better future. Through innovation, we will bedifferentiated from our competitors and we will offer ourcustomers and markets a better service.

Alvaro Videgain


Chairman and CEO of Tubacex, S.A.

Awakening existing consciences and talentsInnobasque’s contribution to the field of Talent lies inthe important work it has done in raising awarenessin the Basque society about the importance of Inno-vation as a strategic factor in today’s world, wherecompetition is high and still rising.

During this time, Innobasque has managed to mo-bilise a significant number of people with high ca-pacity potential, thus making itself the appropriatetool for attracting members of this group, creating acommon view and setting clear targets in this line.

This mobilisation has given rise to a grouping of peo-ple and organisations to whom Innobasque has beenconstantly passing on initiatives and interests in thefield of Innovation as a factor of clear strategic valueto all, and this awakens already existing consciencesand talents, to hence spearhead a shift by the wholeof society towards a culture and commitment to In-novation. The challenge now is to translate that mo-bilisation into specific projects and actions, wherebythese capacities feed and feed off Innobasque in avirtuous circle, to eventually convert Euskadi into abenchmark in terms of modernity and competitive-ness.

Miguel Lazpiur Lamariano


Chairman of Confebask

Making a shared dream come trueIn the late 1980s, markets in Europe and the UnitedStates saw an influx of goods of excellent quality atvery reasonable prices from the Far East. These werethe fruit of applying innovative management method-ologies in manufacturing and other sectors. Themethods, devised in Japan, included Just in Time,Kaizen, Quality Circles, 5S, etc. and were knowngenerically in the West as “Total Quality Manage-ment”. The common denominator was that they allsought efficiency through harnessing resources anddeveloping the full potential of personnel and theirinvolvement in the business project. To disseminatethese ideas in the Basque Country, a group of publicand private organisations created EUSKALIT – theBasque Foundation for Excellence, in 1992.

Total Quality, Excellence in Management and Inno-vation in Management all ultimately mean the samething, although new and more advanced method-ologies are constantly emerging. In November 2007,EUSKALIT signed a federation agreement with In-nobasque to collaborate closely on the 2nd GreatTransformation of the country being led by In-nobasqueE. Having jointly developed initiatives in2008 such as KnowInn for the introduction of man-agement methodologies and the PROPEX forum forexchange of best practices amongst advanced serv-ice companies, in 2009 and subsequent years wewill be reinforcing our alliance to make our shareddream a reality.

Txema Gisasola

Member of the Board of Management

Chairperson of EUSKALIT - Basque Quality Foundation


248

Executive Management Boards

Our aim is to further entrepreneurship The Council began its operations in April 2008. Our firstchallenge was to agree upon the concept of Entrepre-neurship, and more specifically Advanced Entrepreneur-ship. The next step involved defining our mission and ap-plying it to the work of the i-Groups, or i-Talde.

From within the sphere of the council’s coordination(chair, leaders and co-leaders) there emerged a clearstrategy for fulfilling the mission set forth. This same bodyplanned the work of the i-Talde.

Consequently, the first asset that Entrepreneurship nowprovides for its members is an excellent relational plat-form for addressing strategies and projects that revitalisethe Entrepreneurship Ecosystem in Euskadi, the BasqueCountry. Accordingly, an inventory has just been made ofthe Basque Entrepreneurship Ecosystem as a whole withits players and programmes, thereby enabling it to act inthe future as a helpdesk for the business of entrepre-neurship.

The strategy of the Entrepreneurship Department is basedon the following formula:

Spirit of Entrepreneurship + Entrepreneurship Capital =Entrepreneurship

(Want + Knowledge)+ (Means)= (Action)

Our aim is to significantly increase the business of entre-preneurship, relying at all times on a scoreboard to meas-ure progress (as well as the reasons for it).

A key component of this project is the coordination withthe current Basque Entrepreneurship Ecosystem. We havelearnt to pool our resources and cooperate through ourstrengths. There is still a lot of work to be done.

Mikel Urizarbarrena

Chairperson of the Executive Management Council forAdvanced Entrepreneurship

President of Panda Security.

The individual as the target and focusof innovationI have recently become the President of the Basque Stud-ies Society - Eusko Ikaskuntza and, therefore, of In-nobasque’s Social Innovation Department. I freely admitthat I have had little time to make a detailed analysis ofthe work undertaken throughout this year under the pres-idency of my predecessor Xabier Retegi.

I can see that its business has focused on the followinggoals:

a) The mobilisation, starting from scratch, of around 200organisations that make up the current Executive Man-agement Board

b) The integration of a wide-range of different agents,from business through to the administration, and in-cluding higher education, trade unions and the serv-ices sector

c) The selection of the priority focal points for action andthe marshalling of the different i-Groups, the i-Talde

d) The conceptualisation of both social innovation itselfand its spheres of action

I understand that Innobasque has set an example in In-novation by stressing Social Innovation and creating itsown model of innovation in which it places the individual

and its community actions based on human values asthe target and focus of innovation.

I believe that Basque society should acknowledge this ac-cordingly.

José María Muñoa

Chairperson of the Executive Management Council forSocial Innovation and

President of the Basque Studies Society - Eusko Ikaskuntza

Innobasque – a catalysing agentOver the past two years, Euskadi – the Basque Countryhas managed to converge with Europe, as well as moveinto pole position in Spain, in terms of the crucial indica-tors of Technological Innovation: R&D expenditure and thenumber of companies that pursue activities in this field.

It has also made progress in the European InnovationScoreboard, in which Technological Innovation is a keycomponent.

These achievements are the result of the excellent workundertaken by our institutions, businesses and public andprivate initiatives (which over the past 30 years haveboosted the field of Science and Technology), as refer-ents for Innobasque’s Technological Innovation Council.

Our present goal is to climb above the European averageand become the European leaders, which means that In-nobasque will have to play the role of catalyst within thesphere of cooperation between public and private players.

Andres Arizkorreta

Chairperson of the Executive Management Council forTechnological Innovation

CEO Construcciones y Auxiliar de Ferrocarril

To raise presence in European projects to the maximumIn the Innobasque Internationalisation Department, ac-tivities have focused on the aim of trying to resolve andaddress the correct incorporation of Eurobulegoa (theBasque Agency for RD&I internationalisation), and like-wise to resolve the organisational changes and subse-quent leadership problems resulting from the DepartmentManager’s departure and the arrival of the new Managerin mid October. This situation was successfully overcomethrough the exceptional work undertaken by the depart-mental staff who have managed to continue fulfilling theirobligations throughout this complicated situation.

The Internationalisation Department currently has threeprimary objectives:

To raise the presence of Basque companies in Europeanprojects to the maximum

Consolidation of a network to favour and foster defenceof our companies and their interests on an internationallevel

The raising of awareness and boosting of a suitable ex-ternal alliance strategy

Mikel Barandiarán

Chairperson of the Executive Management Council forInternationalisation of

the Global Innovation SystemCEO of Dominion Access

Innovation needs to be socialisedEuskadi is today facing the most important challenge inits history. It is what we have termed the 2nd Great Eco-

nomic and Social Transformation. And the following ques-tion arises: Will we be able to successfully achieve it?

Let us remember that 30 years ago, with unemploymentapproaching 30% and a GDP per capita at only 80% ofthe European average, we overcame our 1st Great Eco-nomic and Social Transformation with notable success.Thanks, amongst other things, to a Basque society, to so-cial players (companies and trade unions) and Public Au-thorities all working shoulder to shoulder to achieve thisaim.

If this model is repeated today and we are conscious thatour survival depends on it, I am convinced that this 2ndGreat Transformation will also be a success.

Hence, all the members of Executive Management Coun-cil for Promotion and Communication, which I am hon-oured to chair, have taken up the part of this exciting chal-lenge pertaining to us with enthusiasm and dedication.

It is evident that innovation (R&D&i), which lies at theheart of Euskadi’s 2nd Great Transformation, is going todemand great effort and the participation of each andevery one of the social and economic players it affects.

But if there is a critical factor for success, I am convincedthat it is the socialisation of innovation.

Each and every one of us, irrespective of the size of ourorganisation, of our specific responsibility, of whether weare public or private entities, can and must be active play-ers before the gauntlet laid down by innovation.

We are all necessary and we all can and must makesome positive contribution. What we leave undone willbe a space that someone else will find it difficult to fill onour behalf.

Achieving this is the key remit of our Promotion and Com-munication Council.

José Ignacio Arrieta Heras

Chairperson of the Executive Management Council forPromotion and Communication

Chairperson of Estrategia Empresarial

A long-distance marathonAfter over one year has elapsed since the birth of In-nobasque, I have been asked to make an appraisal ofwhat has been achieved from the Business Transforma-tion Department. In view of the present situation, it is asuitable moment to stop and reflect on this matter and toreview our commitments.

It has been a period in which work has been intense andactivity frantic, undoubtedly due to the size of the chal-lenge. It is no sprint, but rather a long-distance marathonthat therefore requires perseverance and a clear view ofour goals. If we want to transform our society and convertit into a benchmark in terms of innovation, we must first-ly change its underpinning values and principles, whichwill require time, and above all consensus based on ourshared desire for change.

Although this need for a transformation has been in-creasingly evident for several years now, the current crisishas been a sharp reminder of the urgency with whichchanges are needed. And it is precisely in these difficulttimes that we want to acknowledge the effort that the200+ people under our Council are making through theirparticipation in the different dynamics, work groups or i-Taldes, projects or workshops. We have held over 90 in-house meetings and received over 120 articles and con-tributions on topics covered in this publication.

In short, we are moving from the first phase of conceptu-


249

alising ideas, to their deployment through mobilisation,thus embodying the Public-Private Partnership in favour ofthe 2nd Economic and Social Transformation. This is ourchallenge today and that on which we shall carry onworking.

Txomin García

Chairperson of the Executive Management Council forBusiness Transformation

Chairperson of Caja Laboral

A global perspective on innovationGipuzkoa Berritzen presented its reflection process in theyear 2005. Since then, we have been collaboratingthrough this transformational network to make Gipuzkoaan innovating territory.

In 2007, we decided to join the Innobasque ExecutiveManagement Councils, because in our opinion, in addi-tion to retaining our original features, this offered us thepossibility of sharing and enhancing the aims we havein common with Innobasque: A Gipuzkoa that looksahead, the wellbeing of Euskadi, innovation and team-work.

Over these 18 months we have progressed in terms ofteamwork and we believe the best results are yet to come.There are now 198 people and 80 organisations takingpart in work groups. Yes, we say people, because for us, itis people (as well as organisations) that are the linchpinand the key to this transformation project.

And we want to continue under the same model, lookingahead, taking Gipuzkoa’s singular features into account,undertaking innovation-based projects, horizontal proj-ects aimed at action, and always working shoulder toshoulder with Innobasque, without doubling up effortsand offering experiences that may prove valuable for ourtravelling companions.

Indeed, GIPUZKOA BERRITZEN is a simple, sound networkof people whose aim is to transform GIPUZKOA by drivingand carrying out innovative projects and actions.

Juan Mª Uzkudun

Chairperson of Gipuzkoa Berritzen

Management Team

Commitment, trust and cohesion

In these almost two years we have been operating,we have managed to bring together a human re-sources team for the Innobasque Project which isfrankly special, powerful, flexible and highly commit-ted. We trust we are up to the enormous challengewe have set ourselves: to transform the Basque Coun-try into an innovative society, open to change, toler-ant of failure, creative, enterprising, underpinned byvalues and which is constantly in search of new eco-nomic or social value generation opportunities.

The professionals on our team share our organisation'score values outlined below, which were defined throughan open and participative process:

Personal commitment to the project, to fellow colleagues,to the partners, to the governing bodies, and to the entireBasque society.

Trust in people, in the team, in our responsive organ-isation and in ongoing learning and in our society's

capacity for change.

Coherence between our team's values and attitudes andthe collective values (knowledge, cooperation, changeand globalisation) which the Council for Social Innova-tion considers key as a leading edge required to becomea benchmark society in innovation terms by 2030.

They are the foundations of our work, the essential val-ues underpinning our contribution to the public-privatepartnership Innobasque represents. They are likewise theguidelines along which we wish to move on, in a cohesivemanner towards a shared and inspirational goal. The chal-lenge is colossal: it involves mobilising the entire regionand deploying its huge capacities. We aspire to crowningthe very highest summit.

José Mª Villate

General Director of Innobasque

Innobasque in the media

Communication and innovation go hand in hand. Bring-ing innovation to public opinion in the past two years hasentailed making the actions taken and the players withwhom we have worked newsworthy. The data show thatInnobasque has become a proactive player in the worldof the media both online and offline, and a top providerof content and news about innovation. We have paid spe-cial attention to developing in-house tools and specificstrategies in the 2.0 environment. We share the opinionthat a new definition of the concept of communication isneeded, based on relationships with society, the Internetand the entry of new players, if we are to meet the chal-lenge of the Second Transformation.

Innobasque values

Meeting Point

Rethinking the Public-Private Partnership for Innovation

The formula of Public-Private Partnership has playeda vital role in driving key initiatives in recent decades.As an example, mention could be made of, amongstothers, the strategy of competitiveness, which isbased mainly on Cluster Associations and the Com-petitiveness Forum 2015, the quality strategy in theEuskalit Foundation, the strategy in science and tech-nology, rooted in the Saretek and Eurobulegoa asso-ciations, lifelong training in the Hobetuz Founda-tion…

Initially, Innovation was associated with Science andTechnology (according to the R&D&i model), but inrecent years it has substantially extended its bound-aries, bringing numerous other fields into its rangeof action: competitiveness, education, culture andvalues, sustainability and healthcare.

Over these first two years in the life of Innobasque,one of the main challenges has precisely been to ad-dress this broad definition of Innovation, to find theright way of orchestrating the combined work of pub-lic and private players in all areas. They are all linkedby the common nexus of innovation, yet they havetheir own dynamics in their specific fields of action.

Through two basic references in the spheres of com-petitiveness and science and technology (PCEIS2006-2009 and PCTI 2010), Innobasque has formu-lated a new vision of the Basque Innovation System,with three major milestones:

On the one hand, on 5 July 2007 Innobasque pro-posed a new Vision: to make Euskadi - the BasqueCountry into THE European benchmark in innovationwithin a generation (2030).

On the other hand, at the presentation of its Govern-ment Bodies, on 31 January 2008, Innobasque pro-posed a project based on 6 Aims, 6 Levers and 6 Prin-ciples, whose deployment in the first year requiresthe mobilisation of 1,001 leaders in the Board ofManagement, Executive Management Council and i-Groups, the i-Talde, and 101 entities in the BasqueInnovation Alliance. The diverse make-up of theseGoverning Bodies, which include leaders from allwalks of life, is a vital step forward in this new ap-proach.

Finally, at the General Assembly held on 26 June2008, Innobasque completed the conceptual defini-tion of its project with 6 Challenges, 6 Stages and 6Benefits. When defining these items, an essential linkwas made between the transformation project andeducation, culture, social and health policies, there-by superseding the traditional perception that linkedinnovation to science, technology or competitive-ness.

These changes made to the Vision, to the mobilisa-tion structure and to the design of new operatingspheres serve a single purpose: transformationthrough the marshalling of society as a whole. Based

PRESS, RADIO, TV HITS

2007JULY 12AUGUST 3SEPTEMBER 9OCTOBER 36NOVEMBER 30DECEMBER 37TOTAL 127

2008JANUARY 161FEBRUARY 66MARCH 58APRIL 89MAY 58JUNE 70JULY 83AUGUST 13SEPTEMBER 56OCTOBER 132NOVEMBER 180DECEMBER 73TOTAL 1.039

2009JANUARY 67FEBRUARY 93MARCH 198APRIL 85MAY 220TOTAL 663** Estimates


250

on the irrational goal of turning the Basque Countryinto THE European benchmark in innovation within asingle lifetime, and on the consideration and devel-opment of the “Six Sixes” (Principles, Levers, Aims,Challenges, Stages on the Path to Innovation andBenefits), a new conceptualisation of the Basque In-novation System has been thrown up.

This “rethinking of the partnership” has been struc-tured as a broad process of participation, which willconclude with a conceptual contribution, through anew editorial line in Innobasque’s reporting to Soci-ety, which begins with the publication of this 2007 –2009 Report and will end in January 2011 with therelease of its vision for the Basque Country: VisiónEuskadi 20.30.

How has Innobasque addressed Conceptualisationover the period 2007-2009?

Seeking a common language, certain basic sharedconcepts, in key aspects of the Second Transforma-tion:

What is Innovation?

How is the importance of the Individual materialised?

What values underpin it?

How are the dynamics of Innovation generated in thebusiness/SME/hospital/school/ institution…?

Who is part of the Innovation System? What forumsare used by its stakeholders?

What role does each stakeholder play in the Innova-tion System?

…

Building on prior references (Competitiveness Forum,PCEIS, PCTI, Manifesto on Innovation…)

Working with multidisciplinary teams (i-Talde)

Validating conclusions in a far-reaching process ofparticipation (i-Talde/Wiki – Executive ManagementCouncils – Board of Management – Basque Councilfor Science, Technology and Innovation)

Documenting and disclosing conclusions:

Basque Innovation System

Values of Innovation

Education

Competitiveness

Sustainability and the realm of Innovation

Innovation in Organisations

Science and Technology

The Basque entrepreneurship ecosystem

Innovation Networks

Talent

Society

Basque Global, International Positioning

Visión Euskadi 20:30

Competitiveness and Social Innovation Scheme

Science, Technology and Innovation Plan

Basque Council for Science, Technology and InnovationOn 17 April, publication was made of Decree 1/2007by the President (Lehendakari) of the Basque Gov-ernment, on the creation of the Basque Council for

Science, Technology and Innovation (Consejo Vascode Ciencia, Tecnología e Inovación), as the supremebody for participation, guidance and leadership onpolicy in science, technology, research and innova-tion within the sphere of the Basque AutonomousCommunity. In addition, this Decree stipulates thatthe Council is the maximum authority for coopera-tion, observation, coordination and promotion inmatters of research, development and innovation.

The Basque Council for Science, Technology and In-novation has the following mandate:

The definition of the basic strategic lines of publicpolicies in matters of science, technology, researchand innovation and the setting of the strategic goalsto be achieved through operations within this sphere.

The establishment of the overall figures for the fi-nancial framework in support of science, technology,research and innovation and, in particular, the analy-sis and consideration of the resources set aside forthe funding of actions in these fields.

The determination, upon prior consultation with theScientific Advisory Committee, of the priority areas orpreferential topics for research given their strategicinterest for the Basque Country.

The development of scientific-technological infra-structures of strategic interest that will give a greaterboost to the Basque science and technology system.

The proposal of measures that will favour the coor-dinated actions of players in the Basque system ofscience, technology, research and innovation, the in-volvement of Basque projects in European researchprogrammes and in European science and technol-ogy networks and the link between university re-search and the manufacturing sector, and inform pol-icy on the attraction and training of researchers atall levels.

The approval of an annual appraisal on the degree ofprogress and development of the targets set forth inthe process of transformation and technological har-monisation, with a view to assessing public policiesin matters of science, technology, research and in-novation.

The coordination of the network of observers in theBasque system of science, technology, research andinnovation dedicated to collecting information on thestate of science and technology in the Basque Coun-try, disclosing the information gathered to all the oth-er stakeholders in the system, analysing technologi-cal supply and demand, encouraging the sharing ofknowledge, experiences and best practices andanalysing the task of prospecting for future trends.

Furthermore, the Basque Council for Science, Tech-nology and Innovation will also be asked to considerthe planning instruments and projects that are rolledout in these fields by Basque public institutions.

The following are members of the Basque Council forScience, Technology and Innovation:

- The President, Lehendakari, of the Basque Gov-ernment, who will also be its chair.

- The incumbent person at the Department of theTreasury and Public Administration.

- The incumbent person at the Department of In-dustry, Trade and Tourism.

- The incumbent person at the Department of Edu-cation, Universities and Research.

- The incumbent person at the Department of

Health.

- The Members of the Provincial Councils of thethree territories that make up the Basque Au-tonomous Community.

- The Vice-Chancellor of each one of the universi-ties belonging to the Basque System of Higher Ed-ucation.

- The person responsible for the Basque Founda-tion for Science (Ikerbasque) and for Innobasque- Basque Innovation Agency.

- The delegate for Science, Technology and Inno-vation.

Innobasque’s Chairperson, Pedro Luis Uriarte, hasrepresented the Association on the Council since itsfirst meeting, held on 13 July 2007. At this meeting,the position of Secretary was assigned to In-nobasque, which has held it since then.

Over the period covered by this report, a total of 10meetings have been held, in which Innobasque haspresented twenty papers on:

- The Innobasque Project

- The Science, Technology and Innovation Week

- 2008: Year of Innovation

- 2009: European Year of Creativity and Innovation

- New European Innovation Scoreboard (EIS)

- System of indicators for the 2nd Transformation

- R&D Index

- Best industrial firms in R&D

Alliance for InnovationWith a view to transforming Basque society and itseconomy Innobasque, a major long-term project, isacting as a catalyst for the efforts made by the KeyEconomic and Social Players that have been mo-bilised, networking and sharing a joint vision. Our tar-get for 2012 is to ensure that Basque society as awhole has embraced the challenge of the 2nd GreatTransformation and has the necessary structure foraddressing it.

We perceive that structure to be a network on differ-ent levels that is based on what we have referred asthe “Levers of Transformation” whose purpose is toefficiently orchestrate the mobilisation of Basque so-ciety.

Mobilisation is a vital step towards awakening atti-tudes inherent to people and which we consider tobe essential for an innovative society and economy.This task requires everyone to throw their weight: in-stitutions, businesses, economic and social actors,working together, cooperating between partners inpursuit of the achievement of common goals.

Coordination is the process where people who havethe same view of the world achieve similar goals.

Cooperation is the process where people who havedifferent views of the world achieve similar goals.

In order to achieve this cooperation between part-ners, the Basque Innovation Alliance was formed asone of Innobasque’s six “Levers of Transformation”.The Alliance is an area in which to consolidate op-portunities for cooperation and develop strategies forcreating synergies both within and outside In-nobasque.


251

Its overriding purpose is to roll out different strategieson agreements and partnerships that lead to themultiplication of capacities, the coordination of pro-grammes and the alignment of goals between thedifferent stakeholders that pursue schemes relatedto innovation.

Over this period 07-09, the Innovation Alliance hasdeveloped under the guise of bilateral agreementssubscribed with over 106 Basque organisations thatare actively involved as catalysts for innovation in dif-ferent sectors of activity; from basic research intotechnological development, culture, the dissemina-tion of innovative activities, entrepreneurship, edu-cation, the promotion of and support for R&D&i ac-tivities and creativity, through to business transfor-mation.

The Alliance therefore becomes an instrument capa-ble of combining:

- commitment, expressed by the quest for the sameshared goals,

- effort, through the work performed in joint pro-grammes (more than 120 programmes of activi-ties) involving partner organisations

- and Innobasque, and joint results.

Basque community of innovatorsGoals

The aim of the Basque Community of Innovators isto set itself up as a key lever for the second transfor-mation, through the incorporation of value by peo-ple.

In today’s knowledge society, value is evolving fromthe possession of knowledge to that of skills, expert-ise, attitudes and experience, without forgetting theimportance of interpersonal relations. Productive ca-pacity as a strategic value of social growth neces-sarily needs to be complemented by creative, rela-tional and innovation potential. It is therefore crucialfor any organisation to highlight the network of peo-ple with whom it does or can deal.

Specifically, the Community has the following aims:

1. To develop/mobilise innovation, awakening peo-ple’s interest and concern for it, and thereby en-gaging them

2. To be a meeting place for innovators, from peoplein the Basque Country to anyone wherever theymight be who shares our enthusiasm for innova-tion

3. To create an innovative society, making innovationpart of our identity

Innobasque’s role: “middle ground” and “key lever formobilisation”

Using an environmental analogy, we could say thatBasque society is a natural environment in which or-ganisations and the people that form them are thetrees that provide it with the oxygen it requires to sur-vive.

This “breathing apparatus”, the tree, has its crown,which we refer to as the “upper ground” or “estab-lishment” of top companies and governmental or-ganisations [Companies & Establishment]. This is thevisible part, where today’s GDP is generated andwhere Basque society’s problems [problems], chal-

lenges [challenges] and needs [needs] are resolved(just as leaves absorb CO2) by providing solutions[solutions] (resulting O2 emitted into the environ-ment – Basque society).

The ROOTS would represent all those organisationsand people who are “under ground”, without beingparticularly visible, as may be innovators, entrepre-neurs, research teams, those who in the future mightmanage to “rise” to the “establishment” and top com-panies: the tree’s nutrients [Talent Network]. Contin-uing with our tree analogy, we believe that In-nobasque’s contribution should be that of the trunk:linking in the present the two “worlds”: the “upperground” and the “under ground” (becoming the “mid-dle ground”), and feeding the “establishment” withthe contributions made by this emerging world thatmay provide the freshest and most innovative ideas,and which, in short, may help to produce the oxygen(the solutions) required by a Basque society that islooking to the future.

The tool for connecting these two worlds will be theBasque Community of Innovators Innobasque Net-work.

All Communities should have an ideological referent.In this case the referent is the Manifesto for Innova-tion, so the first step for joining the community is toadhere to it, with the second being to define andstate a commitment to Innovation.

The main focus of the Basque Community of Innova-tors is the furthering of valuable ideas and the gen-eration of challenges as stimuli for their resolutionby those involved in the Basque Community of Inno-vators.

Organisation

The Community is made up of the following:

• I-KIDE, people who want to lend their skills to theproject for the transformation of Euskadi – theBasque Country. In order to realise this goal, theyinteract with each other, promoting and imple-menting innovative schemes, sharing commonground. These i-kides may also belong to otherCOMMUNITIES, as the idea is not to replace whatalready exists, but incorporate the work that is al-ready being done and achieve greater synergies byproviding visibility and inter-connection.

• DYNAMISING AGENTS, i-kides that VOLUNTARILY as-sume an active role for dynamising and mobilising,forming a team whose mission is to disseminateand drive the Basque Community of Innovators intheir corresponding spheres of influence and actas a channel, mirror and support for the actionsproposed by Innobasque for the Community.

Operation

The basic remit of Innobasque’s Community is tobring active people into contact with each other tofacilitate their value contribution.

The relationship has two mainstays:

• The virtual platform

• Face-to-face encounters

The virtual platform has been developed in OpenSource and enables the members of the Communityto create areas of participation through projects ordiscussion fora, generate and organise events, pres-ent and work on projects, pose challenges and pro-vide solutions or opinions.

Furthermore, over this time a progressive strategy ofcontacts has been developed, that is, an initial choicehas been made for quasi-personal transmission, go-ing on to spread to a viral transmission and ending,during the launch period, with the organisation of apresentation event. This strategy stems from the self-imposed requirement of attaining a suitable criticalmass before being introduced to society.

In addition, the concept of Community has beenshared with pre-existing communities (online and of-fline), seeking to coordinate with them and discoverthe needs, expectations and modus operandi etc. oftheir component members, as the Community wantsto respond to the needs and expectations of its ownmembers.

In parallel with this first stage of transmission, andmaking the most of these inputs, the first steps havebeen taken for building a shared identity for the Com-munity.

Thus, once we have “sown”, we shall be ready for itslaunch, and the symbol of the TREE will cease to bea rhetorical image to become a reality, with its rootsproviding a firm foothold for the second transforma-tion.

Just Do It

Mobilising all areas of SocietyThe implementation and development of the In-nobasque Project has generated a significant dy-namics of participation and enormous expectation.We have made a great effort in terms of conceptual-isation and reporting, involving all kinds of playersand professional groups. Over these first two years ofactivity, there has been a sharp rise in the calls madeupon Innobasque to disclose its message, which hasbeen delivered directly to 17,000 people at 180events held throughout the length and breadth of theBasque Country. We have visited all nature of venues,explaining our proposal in schools and hospitals, toassociations of town planners, architects, engineersand economists; to SMEs, local authorities, under-graduates at universities or students at occupation-al training colleges or on summer courses; to work-ing professionals, students, pensioners…

This effort in mobilisation is a clear example of theexcellent reception the message has had, being re-flected in the surge in the number of members of In-nobasque. In July 2007, the SARETEK Associationhad 100, and in June 2009 there will be more thana 1.000 in our General Assembly. As can be seen inthe table that shows the provenance of Innobasque’smembers, the origin of the organisations that havesigned up to this Transformation project is a furtherexample of the new vision of innovation that we areproposing.

With these solid foundations we are addressing theprocess of mobilising the Public-Private Partnershipfor Innovation, with four key pillars of action:

1. Driving the public-private partnership, whereby abalanced perspective is provided of the public, pri-vate and joint spheres.

2. Prioritising key areas. All areas need a boost inmatters of innovation, but being effective requires


252

focusing attention on those that are key.

3. Linking up with the prior definitions of the Innova-tion System (centred on the sphere of public poli-cies, and on the R&D&i paradigm: policies on sci-ence-technology and on competitiveness).

4. Entering into contact with the different territorialspheres within the Innovation System: local, re-gional/autonomous, national, European and glob-al. Just as important as the public-private partner-ship is the public-public partnership.

During these months of definition, we have managedto make headway in a shared strategy, which alignsthese pillars, whereby we have already embarked up-on the dynamics of transformation within the key ar-eas that the Innovation System should reinforce andconsolidate over the coming years.

Key areas of the innovation system

• Science and Technology, as key features in drivingInnovation

• Innovation as the basis for Competitiveness in allsectors of economic activity

• Innovation within the field of education, furtheringnew training models

• Innovation as a key component within the socialand cultural spheres, as well as in terms of Values

• Innovation within the field of Quality of Life andHealth, facing the challenge of an ageing popula-tion

• Innovation and Sustainability, focusing specificallyon the Environment and Infrastructures

A place for meeting and participatingThe Second Great Transformation has been under-taken under the conviction that collective and multi-faceted engagement is essential for mobilising soci-ety. At the time of writing, more than 1,100 recog-nised leaders in our society make up Innobasque’sBoard of Management and its Executive Manage-ment Councils, and as members of this vast network,they participate in 45 i-Groups, the i-Talde. The de-sign of these work groups-cum-think tanks has alsoenabled us to adopt a multi-angled approach to in-novation, and comprehensively address issues of aneconomic and social nature: from social innovation(education, values, migration…), through to the pro-motion of new technologically-advanced companiesfocused on the global market.

• The Board of Management is made up of the morerepresentative leaders from a total of 40 organisa-tions: companies, social organisations, businessassociations, universities, public institutions, etc.The Board’s mandate is to steer the main line ofwork and marshal society towards innovation, withits sights set on the short, medium and long terms.

• The development of Innobasque’s strategies in thevarious fields of action is orchestrated through theExecutive Management Councils: Technological In-novation, Social Innovation, Business Transforma-tion, Internationalisation of the Innovation System,Advanced Entrepreneurship and Promotion andCommunication. Innobasque also has a similargovernance structure for the Gipuzkoa Berritzen ter-ritorial development, an associated council with a

similar remit that decided to join the Agency in Ju-ly 2007.

• The work of the leaders on the Board and in the Ex-ecutive Management Councils is arranged throughthe i-Talde. These are voluntary work groups of avaried nature, which pursue their business in an "in-teractive learning environment", being formed byeconomic, social and education players, re-searchers, scientists, technologists and users. To-gether, all these people learn to suggest innovativesolutions (projects) and resolve problems throughinteraction, creating value, not only with their re-sults but through a long process involving thesearch for and sharing of information using thenew knowledge they generate.

This work methodology has allowed a channel to beset up for the involvement of public and privateagents in the key areas for driving Innovation:

• Discussing, analysing, studying and developingideas

• Propounding and planning the deployment of pro-grammes and projects

• Mobilising and disseminating the concepts andprojects being developed

• Implementing innovation actions (disclosure, guid-ance, motivational, instructional, etc.)

• Drafting protocols on the different issues ad-dressed, delimiting the content of the activity andits main challenges

• Identifying existing and emerging leaderships

• Singling out each programme’s weak and strongpoints

• Proposing illustrated case studies (through knowl-edge of local experiences)

• Building a Bank of Best Practices as forthcoming intheir specific field in the Basque Autonomous Com-munity and nationwide

• Assessing results

Mobilising the social playersThe implementation of the Innobasque Project hasgiven a major boost to the mobilisation of socialplayers in favour of the necessary change that oursociety requires to successfully deal with the majorchallenges that lie ahead. Mobilisation and aware-ness are the main pillars of the joint strategy in thispublic-private partnership, which is materialisedthrough Innobasque.

After nearly two years of endeavour, we have provid-ed a channel for joint work that has reinforced theimportant task of dissemination that used to be fun-nelled through organisations such as Saretek.

By extending the focus of action to a broad spectrumof scientific-technological, social, cultural, economicand business players, we have laid the foundationsfor the development of a setting for cooperation thatis open to all initiatives. Accordingly, the mobilisationand recognition of the work of hundreds of stake-holders may be seen as one of the great achieve-ments over this time.

2008, Year of Innovationin Euskadi – The Basque Country

“The best way to predict the future is to invent it”.

Nicholas Negroponte repeated this famous adage byAlan Kay at one of the more significant events in whathas without doubt been a very busy year. It was to-wards the end of the year and the creator of the OneLaptop per Child project accompanied us at the for-mal opening of the Science, Technology and Innova-tion Week. He was one of the first people to walkthrough the “Gateway to Innovation”.

2008 is the year in which we have begun to inventour future on the basis of a prediction: we will be THEEuropean benchmark in innovation in 2030, if wecan manage to continue to marshal social mobilisa-tion. Over this past year we have put a great deal ofeffort into achieving this goal.

More than 2,018 actions centred on innovation: lec-tures, workshops, meetings of all kinds, discussionfora… Hundreds of stakeholders have taken part inthe implementation of a joint project, sponsored bythe Basque Council for Science, Technology and In-novation.

Innobasque has been responsible for the TechnicalSecretariat for this ambitious programme of events,and over the course of these months we have trav-elled the length and breadth of the Basque Country,accompanied by our own brand image (which wehave affectionately referred to as “el gusanito”, or lit-tle worm). It is quite stunning to witness the enthusi-asm generated by a joint and engaged project.

2009, European Year of Creativity and Innova-tion

Around the middle of 2008 we found out that the Eu-ropean Commission had decided to declare this asthe “European Year of Creativity and Innovation”. Thework group that lent its support to the programme ofactions in the Basque Country has knuckled down tothe job of giving continuity to the task of mobilisa-tion and dissemination undertaken at the time. Wehave replaced our little worm with a pattern of inter-connected stars that reminds us of the power of net-working. Sometimes, all you need is the will to startinventing the future. We’re working on it.

2008, Year of Innovation in Euskadi – The Basque Country

• Sponsored by: Basque Council for Science, Tech-nology and Innovation

• Technical Secretariat: Innobasque

• Participating players: over 450

• Activities undertaken: more than 2,018

• Estimated audience: 142,000 people

Science, Technology and Innovation Week 2008

• Dates: 10 – 16 November

• Technical Secretariat: Innobasque

• Participating players: over 50

• Activities undertaken: more than 200

• Estimated no. visitors: 42,000 people

For You

At the service of the Innovation System and its StakeholdersGiven our position in the Innovation System, we pro-vide institutions with a series of services linked to the


253

System’s proper working and international position-ing and consistent with the approaches of the firstScience, Technology and Innovation Plan (PCTI)2010.

These services likewise help us to specify our indi-vidual value proposal for our members.

Over the period we are reviewing here, the serviceswe have provided basically have their origin in theformer activities of SARETEK and EUROBULEGOA,which in turn rendered support services to the Tech-nology Directorate at the Department of Industry,Trade and Tourism, revolving around a series ofschemes:

• Iñaki Goenaga Foundation for Technology Cen-tres

• Basque node of the Euraxess Network (formerlyEramore)

• Basque node of the Enterprise Europe Network

• Observatory of Basque involvement in the 7thFramework Programme

• ERA-NET Programmes

• Network of Basque Contact Points, and trainingand support actions for businesses in FP7

• Activities organised as part of the Science, Tech-nology and Innovation Week

• Stand of the Basque Science, Technology and In-novation Network at the CITA Fair (biannual)

Regarding the value proposal for members, overthese months we have worked on mapping out a se-ries of services that will be finally consolidated overthe course of the Transformation Plan 2008 – 2012,and which can be summarily grouped into the fol-lowing:

• Relational Platform: Innobasque forms the largestnetwork of relations in the Basque Country, being aprivileged meeting place for different social strataand stakeholders, for forging new personal rela-tionships and contacts and sharing know-how.

• Prospecting Channel, for identifying and compar-ing socio-economic trends, on the basis of provid-ing a multidisciplinary vision

• Contribution of new keys to organisations and So-ciety (Innovation, creative value of people, need forcollaboration and cooperation…), which likewiseserve for the sharing of best practices and for fos-tering the values of innovation in each partner, pro-viding the advantages of an innovation culture, co-operation and networking.

• Involvement in Projects. Transparent access to theinvolvement in and monitoring of projects and pub-lic-private schemes. Accordingly, we act as a labo-ratory of ideas that gives shape to initiatives thatwould be difficult to deal with in other fora.

• Association with the Innobasque brand, whichhelps to convey an image of commitment to trans-formation

• Dissemination of partners’ ideas

• Access to information of interest

7th Framework Programme (FP7)The international projection of the R&D&i of the play-ers in the Basque Innovation System is a key aspectof our country’s future competitiveness.

In 2007, Euskadi –The Basque Country was awarded

€47m in the first call for the EU’s 7th Framework Pro-gramme for R&D (FP7) and the Competitiveness andInnovation Programme (CIP). In 2008, the figure forthe overall return on these programmes stood ataround €35m. These data have been provided by theObservatory for Basque involvement in EuropeanR&D&i projects that is managed by Innobasque.

According to these data, the Basque Country is theautonomous community with the third largest sharein FP7, behind Madrid and Catalonia. The three re-gions account for over 75% of the funds obtainedthrough to June 2008 (€340.5m).

A snapshot of the involvement of the Players in theBasque Innovation System in European R&D&i proj-ects reveals an upward trend, hence the reason thatat Innobasque, with the backing of the Basque Gov-ernment’s Directorate for Technology, we shall con-tinue to provide the following services:

• Information and dissemination

• Consultancy: bilateral diagnosis meetings

• Basque Contact Points: work groups for identifyingopportunities for taking part in FP7 subject areas

• Training for the preparation and management ofEuropean R&D&i projects

Over the past two years, we have rendered these sup-port services to over 50 entities, mainly SMEs, to fur-nish them with knowledge on operating mechanisms,content, funding and the adaptation of viable projectideas in European R&D&i programmes.

Likewise, we have organised more than 20 eventsaround the promotion of international cooperation inR&D&i, providing information on the possibilities oftaking part in European programmes.

In addition, we have used the so-called Basque Con-tact Points (BCPs) to help new companies join Euro-pean consortia, and we are contributing to the grad-ual integration of the concept of international coop-eration as a new business strategy. There are cur-rently 21 BCPs in fields such as Health, Food, Infor-mation Technologies, Nano Sciences, Nanomaterials,Manufacturing, Energy, Transport, Environment, Safe-ty and Security and Socioeconomic Sciences. Theshort-term aim is to merge some of these groups inorder to reinforce and drive their business.

Finally, Innobasque is drawing up a training plan forenabling the senior managers of different organisa-tions, mainly businesses, to take part in internation-al R&D&i programmes and, furthermore, improve thequality of the services provided by intermediary bod-ies.

The extensive catalogue of services provided by In-nobasque complements other actions undertaken byentities at both regional and national level. They areall coordinated through networks and partnerships,such as the Basque node of the “Enterprise EuropeNetwork” (with the involvement of SPRI, the threeChambers of Commerce and the Provincial Councilof Bizkaia), or the “PymERA” national network for pro-moting the involvement of SMEs in European Frame-work Programmes, backed by the Ministry of Innova-tion and the Centre for Industrial Technological De-velopment (CDTI).

About ERA-NETInnobasque is liaising with the Directorate for Tech-nology at the Basque Government’s Department of

Industry, Trade and Tourism on the internationalisa-tion of funding programmes for companies and play-ers in the Basque Science, Technology and Innova-tion Network, through its involvement in ERA-NET pro-grammes.

The ERA-NET project was introduced in 2002 as oneof the schemes promoted and financed by the EU’sSixth Framework Programme for R&D (FP6), with aview to improving the coordination of non-communi-ty (national and regional) research programmes. TheEU’s Seventh Framework Programme for R&D (2007-2013) continues to support and finance the coordi-nation of national and regional programmes throughthe ERA-NET scheme and the new ERA-NET Plus ini-tiative.

ERA-NET supports the creation of networks of na-tional and regional organisations (Ministries, inno-vation agencies, etc.) throughout Europe with the ca-pacity to finance activities and projects related to sci-ence, technology and innovation, mainly seeking themutual undertaking of research programmes. ERA-NET’s objective is to coordinate these programmesand projects, both in specific areas of research andin initiatives of a horizontal nature.

Innobasque is actively involved in ERA-NET pro-grammes in those fields of strategic interest to theBasque Country, such as Biosciences, Micro andNano Sciences, or Manufacturing, and we likewisepromote the involvement of the Basque InnovationSystem in R&D projects financed through joint calls.

Within this modus operandi, Innobasque coordinatesthe ERA-NET MANUNET programme, headed by theBasque Government's Department of Industry, deal-ing with manufacturing technologies. The 20 regionsand 10 countries in Europe involved in this networkshare a vision that manufacturing, comprising main-ly SMEs, is and should continue to be one of themainstays of the economy and of knowledge. Ac-cordingly, their governments undertake to coordinatetheir programmes for funding R&D in order to re-spond to short and medium-term industrial needs,thereby also complementing the long-term approachof other national and European programmes.

It is the most successful ERA-NET in Europe. For thepast 2 years over 120 SMEs in Europe, 32 of themBasque, have taken part in transnational industrialresearch projects on manufacturing. Thanks to thecommitment of the regions and countries taking part,in its first two years of activity it has seen a total of 54projects accepted, with a turnover in funding of€60m and accounting for an investment of €29m onthe part of the industrial sector.

Elsewhere, Innobasque is a founding member of ERA-NET EUROTRANS-BIO and sits on the programme’ssteering committee. It is a scheme in which 7 coun-tries and 5 regions in Europe come together to coor-dinate their R&D funding programmes to benefitcompanies, especially SMEs, in the Biotechnologysector. Its core purpose is to encourage the economicand academic players to share risks, costs and ex-periences in innovation in order to efficiently developnew products and technologies that can be market-ed within the short to medium term. In the last threeyears this project has funded 60 R&D projects, re-ceiving €59m in public funds and €45m in privatecapital.

Finally, Innobasque is also a hands-on participant inthe ERA-NET MNT programmes, on Micro and Nan-


254

otechnologies, MATERA Plus, on Materials, SMART-GRIDS, on Smart Power Grids, EURONANOMED, onNano Medicine, COMPERA, on Competition ResearchCentres and ERNEST, on Sustainable Tourism.

Thanks to this intense involvement in European net-works, the European Commission acknowledges Eu-skadi, the Basque Country, to be a benchmark regionin the arrangement of programmes in support ofR&D&i in sectors of strategic interest to the country.It has also enabled us to strike up partnerships withinnovation agencies of considerable prestige in Eu-rope, such as Tekes (Finland), Oseo Innovation(France) or SenterNovem (The Netherlands).

Business transformation services

Emotional Intelligence Consortium

Promoting and driving actions to encourage the de-velopment of people’s socio-emotional competen-cies in organisations in order to facilitate the de-ployment of their creative and relational abilities tofavour the processes of innovation and transforma-tion in organisations. We understand Emotional In-telligence (EI) to be the ability to accept and channelone’s own and other people’s emotions. The modelof emotional competencies proposed is as follows:

INTRAPERSONAL

Self-awareness

Emotion management

Emotional independence

INTERPERSONAL

Social awareness

Relationship management

Empathy for life and wellbeing

Three lines of work have been pursued accordingly:

- Quarterly meeting of the Emotional IntelligenceConsortium

- Awareness schemes

- Development of specific projects

Members of the Consortium:

Founding organisations (14):

Asle-Soprecs, Banpro, Fondo Formación Euskadi,Grupo MB45, Guk Consultores, Human Manage-ment Systems, Imh-Incress, LKS, Mas Innovación Or-ganizacional, PMP, Praxis Consultores, Sycom Train-ing Systems, TTI Tecnología para la TransformaciónInterior and Zubizarreta Consulting

Cooperating organisations (9):

Provincial Council of Gipuzkoa; Eitb.Net; Universityof Deusto: Faculty of Humanities; University of Mon-dragón: Mondragón Eskola Politeknikoa; Universityof the Basque Country (UPV/EHU): Faculty of Psy-chology; Network of Technology Parks; Farapi andPrevencilan

Innovation Teams

Open working parties have been set up to encouragecultural and organisational changes. Open workingparties are understood to be teams whose goals arealigned with the organisation’s strategy, with thebacking of management, with a self-managed oper-ating approach and which remain open and in per-

manent contact throughout the project’s develop-ment with those people within the organisation thatare not involved in the team.

In order to foster the development of these dynamics,a research-action project has been implementedwith two different focuses: business and higher edu-cation.

“Action” geared towards the companies involved:“Creation of the figure Innovation Teams Facilitatorin firms” and launching of innovation projects in theirrespective organisations;

“Research” conducted by the University of theBasque Country (UPV/EHU): A line of study is estab-lished for verifying the following general hypothesis:“There is a positive relationship between the com-petencies acquired by the members of the teams(management and improvement) and the firm’s in-tellectual capital“.

Members

Expert organisations (2): UPV/EHU. Faculty of Psy-chology and Belbin Associates

Participating organisations (11): Vitoria City Coun-cil, Banpro, Basque Association of Economists,EMUN, Fondo Formación Euskadi, Fundación NoviaSalcedo, Grupo Mas, Innobasque, Mutualia, Ro-botiker-Tecnalia and Vicinay Cadenas

Creativity Industries

The definition of creative industry was coined in theUnited Kingdom (1998) by the Government Depart-ment for Culture, Media and Sport: “Those industrieswhich have their origin in individual creativity, skilland talent and which have a potential for wealth andjob creation through the generation and exploitationof intellectual property. It includes the following sec-tors: Advertising, Architecture, Art and Antiques Mar-kets, Design, Designer Fashion, Film & Video, Inter-active Leisure Software, Music, Performing Arts, Pub-lishing, Software & Computer Services, Television andRadio.”

The creative industry involves a new understandingof work, characterised by working conditions that pro-vide greater independence and flexibility. The profes-sionals involved in creative industries have three orfour professions in their lives and five or six contractsof employment at the same time. They are the newnomads of the employment world. They are also re-ferred to as mobile professionals or just-in-time em-ployees, as they are hired to undertake specific proj-ects. They work from home, in their clients’ facilitiesor in ready-to-use offices – premises rented for ashort period of time by companies for conducting dis-placed business. They also organise projects with in-ternational teams in administrative units (belongingto global office providers), far from their companies’headquarters. They may be engineers, consultants,creators or IT specialists or a mix of several special-ities.

Value Contribution of Creativity Industries

- They are seen as a source of economic growthand employment

- They are a major source of wealth

- They help to draw services to the region that at-tract and retain workers’ knowledge

- They play an important role in the developmentof quality of life and social sustainability

Innobasque seeks to promote an environment thatfacilitates the development of creativity industries inpartnership with other players. The initial stage of theprocess will focus on large cities.

Cases of advanced management

So far, 86 cases of advanced management - Casosde Gestión Avanzada – have been published since1997 in partnership with Basque universities (withcontributions from over 96 experts from the differentuniversities involved in the project). They have beenused to disseminate the value of knowledge in man-agement, giving rise to a catalogue of experiencesof companies that are remarkable for their competi-tiveness and best practices. There is a specific sec-tion on Innobasque’s website for consulting the doc-umented cases.

The aim of this Higher Education-Business partner-ship is:

- To specify and disclose the advanced manage-ment experiences and approaches of companiesthat act as driving-forces and as disseminators ofknowledge

- To provide universities and business schools withcase studies for teaching purposes

- To improve Higher Education-Business relation-ships and foster cooperation

Cooperating organisations

University of the Basque Country (Faculty of Busi-ness Sciences and Higher Technical College for In-dustrial Engineers), University of Deusto (Comer-cial, Este and Faculty of Business Humanities), Uni-versity of Mondragón (Faculty of Business Sciencesand School of Management) and University ofNavarre (Higher Technical College for Industrial En-gineers), Cluster of Sociolinguistics and 20 com-panies.

International networks

Our presence in several international networks allowsus:

- To update our resources regarding trends in busi-ness transformation, the management of innova-tion, applied creativity and organisational learn-ing;

- To measure ourselves against an internationalyardstick;

- To develop continuous benchmarking;

- To disseminate the image of the Basque Countryas an innovative node of reference.

Our main operating networks:

1. Society for Organizational Learning (SOL): Or-ganisation created as a continuation of the workperformed by the "Center of OrganizationalLearning" at the MIT Sloan School of Manage-ment. Network of specialists in organisationallearning made up of organisations, independentindividuals and different SOL communitiesworldwide in which we have been involved since2003 (previously through the Knowledge Clus-ter).

2. The International Society for Professional Inno-vation Management (ISPIM) International net-work made up of academics, senior managers,consultants and experts in the Management ofInnovation in which we have played an active


255

role since 1997 (previously through the Knowl-edge Cluster).

Its main objective is to create a global networkof excellence in innovation management in or-der to forge partnerships between its membersand be at the forefront of research into innova-tion.

3. World Café Foundation - World Café Europe

A creative process that leads to a supportive di-alogue for sharing knowledge and the creationof options for action in groups of varying sizes.

The World Café methodology provides valuablesupport for organisational learning. Society hasgrown aware of the power of conversation net-works and their importance as a core process forlarge-scale collective learning and transforma-tional change.

Through our involvement in World Café we havemanaged to discover shared meanings, build val-ues and imagine the futures our organisationswant.

We have been actively involved in the network since2005 (previously through the Knowledge Cluster)and we are currently members of the design com-mittee and sit on the network’s international govern-ing bodies.

Corporate Social Responsibility

At Innobasque, we work to pool initiatives, raiseawareness and forge alliances around Corporate So-cial Responsibility with a view to:

• Fostering innovation and a business approach tosustainable technologies

• Contributing to the development of CSR in SMEs

• Helping companies to include social and environ-mental considerations in their business operations

• Improving and developing qualifications for em-ployability

• Responding better to diversity and to the challengeof equal opportunities bearing in mind demo-graphic changes and the rapid ageing of the pop-ulation in Europe

• Improving working conditions

• Innovating in the environmental sector, integratingeco-efficiency and energy saving in the process ofcreating products and services

• Consolidating a pre-active dialogue and commit-ment with all parties

• Addressing the challenges of transparency andcommunication so that the non-financial results ofcompanies and organisations are more readily un-derstandable for all their stakeholders and moreconsistent with their financial results

• Operating beyond our frontiers with the same so-cial and environmental responsibility as at home inthe Basque Country

This will enable us to extend the benefits of innova-tion, above all in social spheres, through a more in-tense interaction with other stakeholders and the cre-ation of a more stimulating environment for innova-tion.

Foro Ítaca – Ithaca Forum

This forum is a project instigated by the Departmentof Innovation and Economic Development at the

Provincial Council of Bizkaia (DFB), in which In-nobasque is responsible for the duties of coordina-tion and organisation.

Centred on the concept of “stakeholder company”,the forum works to stimulate the desire for changeand contribute to the transformation of our businessreality to a new paradigm of innovative and stake-holder company, in which people develop and deployall their potential.

This involves encouraging networking, creating, ex-perimenting, sharing and driving sustainable projectsand schemes for change that favour and facilitatethis new environment for businesses and peoplealike.

Iñaki Goenaga Foundation of Technology Centres

The Foundation’s history

The Iñaki Goenaga Foundation of Technology Cen-tres is a private non-profit organisation comprisingBasque Technology Centres and the Official Associa-tions of Industrial Engineers of the three Basqueprovinces of Álava, Bizkaia and Gipuzkoa. Its missionis to promote and disseminate a culture of innova-tion through the specialisation of young graduatesand the training of professionals with an interest inresearch for their incorporation into the world of em-ployment.

This Foundation began its journey in the early 1980s,when Basque Technology Centres assumed one oftheir goals to be the training of young graduatesfresh from university, completing their technicalknowledge and paving the way for their recruitmentby companies through bursaries for placements un-dertaken in the Technology Centres themselves andawarded by the two official associations of industri-al engineers: one in Bizkaia and the other coveringÁlava, Guipúzcoa and Navarre.

Considering the lack of legal definition regarding thearrangement of a bursary placement, a legal querywas submitted in the mid 90s that gave rise to therecommendation that a Foundation should be set upto support the bursary scheme, whereby the awardwould be made by this Foundation.

Thus, 23 March 1995 saw the establishment of theFUNDACIÓN CENTROS TECNOLÓGICOS PARA EL FO-MENTO DE LA TECNOLOGÍA , whose trustees were:

• CEIT

• GAIKER

• IKERLAN

• INASMET

• LABEIN

• ROBOTIKER

• TEKNIKER

• Official Association of Industrial Engineers ofBIZKAIA

• Official Association of Industrial Engineers of ALA-VA, GIPUZKOA and NAVARRE.

The list of trustees subsequently grew to include theTechnology Centres ESI and LEIA. In addition, the Of-ficial Association of Industrial Engineers of ALAVA,GIPUZKOA and NAVARRE broke up into three separateones, with those of ALAVA and GIPUZKOA becomingtrustees of the Foundation.

Furthermore, following the creation of the BasqueScience, Technology and Innovation Network in 1997,the Foundation opened its doors to its members,thereby enabling them to take part in the Founda-tion’s schemes.

In December 2002, the Foundation’s governing boardagreed to change its name in memory of Mr IñakiGoenaga Lumbier, whereupon it became the FUN-DACIÓN CENTROS TECNOLÓGICOS – IÑAKI GOENAGA(FCT-IG).

Since 5 July 2007 the Basque Innovation Agency –Innobasque has occupied the Technical Secretariatof FCT-IG, taking over from Saretek, and before it EITE(Basque Association of Technology Research Cen-tres).

The Foundation’s mission

The Foundation’s core purpose involves creating andmanaging bursary schemes designed for the scien-tific and technological instruction of young re-searchers in the Basque Country, for their incorpora-tion into employment, thereby fostering a culture ofinnovation.

Over the course of the 29 calls made, 4,240 bur-saries have been awarded (considering each bursaryto be a one-year placement), enabling a large num-ber of new graduates to first extend their training andthen embark upon their professional careers.

From the start, the Foundation’s bursary schemeshave received the support of the Basque Govern-ment’s Department of Industry, Trade and Tourism,which has provided public funds, financing the bur-saries included as part of projects in general re-search (bursaries for research, innovation and PhDs)and strategic research (Etortek bursaries).

The Foundation considers that the work undertakenover these years is clearly beneficial to Society forseveral reasons:

• The scientific and technical training receivedmeans that around 90% of the bursary holdersgain direct access to jobs.

• These bursaries are also designed to reinforce the“Science-Technology-Business-Society System” inthe Basque Country, as when they complete theirplacement most of the recipients are hired by oneof the members of the Basque Science, Technologyand Innovation Network.

• The dissemination of a Culture of Innovation in So-ciety. Many of the people awarded bursaries reachpositions of responsibility in the companies inwhich they subsequently pursue their professionalcareers.

Figures

Since the first call for bursaries that was held in 1981and involved 2 Centres (Inasmet and Ikerlan), withthe award of 6 bursaries, their number has steadilygrown and includes other Degrees, now amountingto more than 20.

Since 1992, the year for which the Foundation’s Sec-retariat has figures, the following bursaries have beenawarded:

• 1,965 bursaries for Technological Specialisationand Development

• 101 bursaries for Innovation, in the active periodfor this field 1999-2005


256

• 159 PhD bursaries since 2003

• 31 Etortek bursaries since 2005

Higher Education for Project ManagementThe main topics in the specific education for innova-tion include the knowledge, skills, subject matter andtools for fostering creativity, resolving problems anddriving excellence in project management. Regard-ing instruction in techniques for creativity and prob-lem solving, we are still way behind our peers in theUS, Canada, Australia, New Zealand, Norway, Sweden,Finland, Ireland, the UK, Malaysia and Singapore,where their study is already compulsory in schoolcurricula.

As a contribution to the specific education for inno-vation in our country, since November 2008 andthrough to March 2009 Innobasque has organisedthe first education scheme taught in the BasqueCountry for obtaining PMP® certification, targeting41 professionals in project management.

PMP® (Project Management Professional) certifica-tion from the Project Management Institute providesglobal recognition of professional expertise in proj-ect management. In recent years it has become thebasic qualification that governments, institutions andcompanies all over the world require for the supervi-sors of projects undertaken for them.

Through this programme, Innobasque, with the co-operation of the University of Mondragon, has set outto redress the shortfall in the number of project man-agers with this certificate in the Basque Country, asthis is a situation that is beginning to pose a serioushandicap for local firms, limiting their chances of tak-ing part in international projects or in those com-missioned by leading companies, institutions and or-ganisations.

In addition, and as a result of the cooperation be-tween Innobasque and the University of Mondragon,the last quarter of 2009 will see the start of the “Mas-ter’s Degree in Business Innovation and Project Man-agement”, endorsed by the Spanish accreditationagency ANECA as an Official University Master’s De-gree within the European Space for Higher Educa-tion. The aim of this Master’s Degree is to educatebusiness leaders in the New Economy of Innovation.

Major projectsThese months of intense work have contributed tothe creation of an extensive network of hubs, whichare supplemented both by the schemes implement-ed by Innobasque and by those of all the othernodes. The major challenge of transforming our so-ciety should encourage us to activate this network sothat all the players “dance” to the same tune, whilstupholding and reinforcing their own individual proj-ects.

This means that besides involving all the players inthe design and implementation of consistent pro-posals in all the areas that boost innovation, it is es-sential to identify and launch a reduced number ofhigh impact schemes, looking to the best for inspira-tion:

In 1996, Germany invested 1.84% of its GDP in R&D,

with the private sector accounting for 59.6%. Tenyears later, in 2006, expenditure on R&D had risento 2.51% and the private sector’s share was 66.7%

In 1997, Finland spent 2.52% of its GDP on R&D(62.9% private), whereas in 2006 it invested 3.45%(66.6% private)

A central role in this development has been played bycertain high-profile strategic projects, which require asignificant critical mass for their implementation. Astrong current of participation gives rise to far-reach-ing strategic initiatives, which require public-privatecooperation for their design and implementation. Therole that Innobasque plays in them is that of a cata-lyst: our position in the Innovation System makes usa natural agent as facilitator, at the service of inter-institutional and inter-departmental schemes andpolicies.

The necessary maturing process that these initiativesrequire makes it difficult to provide data on the valueInnobasque has contributed over these first twoyears. Besides using all the means available to sup-port schemes that were already under way, under theleadership of the institutions (such as the ESS-Bilbaocandidature, the attraction of an Arcelor R&D centreor the boost for the Creativity Zentrum), Innobasquehas enjoyed the support of its i-Groups, the i-Talde,as it has begun the necessary tasks for identifying,seeking consensus and analysing the preliminaryfeasibility of a reduced number of schemes. We trustthat some of them will materialise over the comingmonths.

As an accelerator for this process, and within the ter-ritorial sphere of Gipuzkoa Berritzen, introduction hasbeen made of the scheme “The 10 Million Project”for the purpose of recognising, supporting and re-warding the best innovative project for Gipuzkoa. Itprovides an area in which society can present inno-vative projects whose launch, implementation or pro-cessing is complex and requires counting on certaincompetencies and support. An initial funding thresh-old of €10m is set for the launch of this project.

Nonetheless, Innobasque’s consolidation in thesemajor projects involves its own strength as a projectand also requires a maturing process and an under-standing and acceptance of this role.

ESS Bilbao: a step forward

The European Spallation Source (ESS) is a facilitythat is considered to be unique in its field, given itsdifferentiated characteristics in terms of both its de-sign and construction and its use and applications.The ESS renders a service to the international scien-tific and technological community and is seen as anessential tool for conducting scientific and techno-logical research that is both competitive and an as-surance of quality.

This kind of science facility produces neutrons thatpenetrate matter, providing accurate data on itsatomic structure. The spallation of neutrons is a tech-nique used by researchers in a number of scientificfields, such as molecular biology, the physics of ma-terials and medicine. There are numerous scientificapplications arising from neutron-based experiments,as indeed are their industrial applications in sectorssuch as pharmaceuticals, automotive, aeronauticsand electronics, amongst others.

How would it operate?

Using a source to produce hydrogen ions, these are

shot through a linear accelerator to bombard a nu-cleus of heavy material, the spallation target thatemits neutrons after the impact. The neutrons emittedare channelled through to different instrumental sta-tions, where experiments are conducted on the studyof the matter’s atomic structure.

What impact would it have?

The ESS-Bilbao project foresees that the facility willbe used to its full capacity, with a resident staff of600 people and another 4,000 on annual sojourns.

Which institutions are behind this scheme?

The candidature for siting this facility on the ZamudioTechnology Park is the result of a partnership agree-ment between Spain’s Ministry of Science and Inno-vation and the Basque Government, with the aim be-ing to promote cooperation and collaboration be-tween the different public administrations, universi-ties and public and private institutions within the fieldof scientific research and technological develop-ment.

What support has Innobasque contributed to theESS-Bilbao project?

Presentation of the Project to the Board of Manage-ment (March 2008) and to the Executive Manage-ment Council for Technological Innovation (June2008)

Actions for identifying and fostering the presence ofBasque scientific-technological firms and players inthe advanced science facilities considered in theroad map put forward by ESFRI (European StrategyForum on Research Infrastructures) and particularlyin the European Spallation Source. These actionswere initiated on a pilot basis within the operatingboundaries of Gipuzkoa Berritzen in 2008, spreadingto all three Basque provinces in 2009.

Keys to the future

Visión 20.30: Leaders in innovation

We have set ourselves an extremely ambitious goal:to make the Basque Country THE European bench-mark for innovation in 2030. The proposal itself pos-es a key question regarding this transformationprocess: what will that leadership entail?

Today there are several metrics for Innovation that,on the basis of the statistical data available, providerankings of the most advanced countries in innova-tion. In order to embark upon the transformationprocess, these metrics may be a sufficient guidelineand, specifically, we have adopted one of them, theEuropean Innovation Scoreboard, EIS, as a referencefor setting goals for immediate improvement in theTransformation Plan 2008 – 2012.

These metrics change over time, as noted in the lat-est version of the Oslo Manual, the current basis forstatistical measurement:

“Innovation can occur in any sector of the econo-my, including government services such as health


257

or education. The guidelines in this Manual, how-ever, are essentially designed to deal only with in-novations in the business enterprise sector. Thisincludes manufacturing, primary industries, andthe service sector.Innovation is also important forthe public sector. However, less is known about in-novation processes in non-market oriented sec-tors. Much work remains in examining innovationand developing a framework for innovation datacollection in the public sector. If undertaken, thiswork could form the basis for a separate manu-al”.

Within this context, we have developed a bench-marking study with the regions and countries thatcurrently top these rankings, so as to identify thoseschemes that have had a significant impact on theconsolidation of innovation in these countries.

Euskadi – the Basque Country needs to join thegroup of pioneering countries and regions that areat the forefront in the development of these ad-vanced measuring systems, and to do so we firsthave to reach a consensus on which aspects we con-sider to be essential in Innovation. The system of in-dicators should be linked to our own model and strat-egy for innovation, designed according to our rela-tive strengths and weaknesses, as well as our histor-ical legacy, and in turn aligned with a global strate-gy as a region. Aspects such as productive structure,positioning as a region and administrative structureare the elements that mould the innovation strategyand, therefore, the choice of the most suitable indi-cators for its measurement.

This reference model is called Visión Euskadi 20.30:a vision shared by the economic and social partnerson key aspects that will make us the most innovativeregion in Europe. Applying the participatory approachthat is common to all the schemes fostered by In-nobasque, and within the context of the i-Talde groupfor the “Design and Implementation of the System ofIndicators for the Second Economic and Social Trans-formation”, over 40 senior figures from the adminis-trations, business fabric and centres of research andlearning in the Basque Country, experts in the fieldof measuring Innovation, have begun the task of pro-posing an initial formulation of this Visión, which willbe presented to society at large in January 2011, be-ing the culmination of Innobasque’s process of con-ceptualisation.

Global recession and Visión 20.30: an opportu-nity to act through Innovation and Cooperation

The global recession that is battering the economyand society as a whole in 2009 presents an oppor-tunity to adopt a more radical perspective when ad-dressing the generation of Visión 20.30.

Indeed, innovation is one of the keys most often men-tioned by all kinds of experts when they are quizzedabout possible ways out of this recession. In a situa-tion that is undeniably complex, such as the one un-folding at the beginning of 2009, and which is fore-casted to become even more difficult and painfulover the coming months, we are facing an historicopportunity to “rethink” our society and improve it.

During the first half of 2009 Innobasque has con-vened a multidisciplinary and cooperative discussionforum, with the purpose being to collectively high-light a raft of specific proposals on this vision forchange.

The discussion process kicked off on 30 March withthe submission of a working paper to the Board ofManagement’s Coordinating Committee, as the pointof departure for a more far-reaching and multifariousdebate.

Subsequently, and with the contributions made bythis Committee, on 7 May 2009 it was presented toInnobasque’s Board of Management, which supple-mented the initial vision with a more detailed and en-riched study on the different visions and proposals.

With all this prior work completed, WOKA EUSKADIwas held on 18 May. This is an application of theWorld Café methodology with 101 simultaneous en-counters in highly diverse organisational environ-ments and with three central hubs, addressing a ba-sic question: what is or should be our contribution,both as people and as organisations, to progress to-wards the second transformation within the currentcontext?

The sum of contributions is contained in a documentof conclusions presented to Innobasque’s GeneralAssembly. And it will continue to grow and be en-riched, thanks to the dynamics of joint work uponwhich this project is based.

This entire process, and particularly the WOKA initia-tive’s vision of joint work, has had a major social im-pact, helping to convey to society and public opin-ion the graphic depiction of the partnership betweenbusiness, people and institutions: the potential of ourtransformation project. We believe that this has beenan extremely significant milestone in the generationof a collective vision of the Basque Country thatBasque society wants. Our Visión 20.30.

The System of Indicators for the Second Transformation

To supplement the Visión 20.30 and taking as itsstarting point a prior study analysing the main sys-tems for measuring innovation, in September 2008 aspecific i-Group, or i-Talde, was set up for “The De-sign and Implementation of a Joint System of Indi-cators for the Public and Private Sectors and Civil So-ciety regarding the Basque Economic and SocialTransformation into an innovative society, which willcontribute to its diagnosis, the assessment of resultsand provide an international yardstick”.

This project has been undertaken in four stages:

1st Stage: Definition of the Conceptual Framework

• Conceptualisation of the 2nd Economic and So-cial Transformation, specifying the goals pursued,the main levers of change it requires and the keycatalysts for its achievement.

• Design of the Conceptual Model of the System ofIndicators.

• Identification of the main measuring factors.

2nd Stage: Selection or Drafting of Indicators

• Selection of the indicators that best suit the fac-tors defined, according to their feasibility andavailability.

• Drafting of ad-hoc indicators, as appropriate.

3rd Stage: Implementation

• Construction of the indicators defined and oftheir associated operating mechanisms.

4th Stage: Dissemination

• Definition and implementation of the necessarymechanisms for disseminating the System of In-dicators drawn up and its associated objectives.This task of socialisation is aimed largely at themain business, social and institutional players inthe Basque Country, and seeks to provide a ref-erence framework for helping to formulate futurestrategies within the field of innovation.

• International dissemination of the System Indi-cators, to act both as a yardstick and as a toolenabling the Basque Country to make its ownspecific contribution to the EIS, bearing in mindthat this scoreboard is constantly being revised.

Together with the tasks undertaken by this group, wehave another four i-Talde that specifically analyse thequestion of the Indicators within the different spheresof Innovation (Technological Innovation, Social Inno-vation, Business Transformation and Entrepreneur-ship).

In total, over 100 leaders from a wide range of back-grounds are involved in this effort to share the indi-cators that, as a society, we want to apply to thisprocess of Second Transformation.

The Basque Country in the European InnovationScoreboard (EIS):

The score for the new EIS 2008 in the Basque Au-tonomous Community is 0.49, according to data pro-vided by Eustat (The Basque Statistics Institute).Thank to this improvement, we have now climbed towhat would be 11th position in EU-27 and we havebettered its average of 0.48.

Depending on the score obtained, EU-27 countriescan be grouped into four categories. The first onecontains the leading countries in innovation, whichare Sweden (0.64), Finland (0.61), Germany (0.58),Denmark (0.57) and the United Kingdom (0.55), al-though the top country in Europe as regards innova-tion is Switzerland (0.68), which does not belong tothe EU.

The Basque Country would be in the second groupof countries with high innovation, which containsAustria, Ireland, Luxemburg, Belgium, France and theNetherlands, with scores that exceed the Europeanaverage, between 0.49 and 0.53.

Human resources, Business ties and initiatives andEconomic impacts are the three mainstays of Basqueinnovation.

Departments’achievements

Technological Innovation

Innobasque’s Technological Innovation Departmentaddresses the innovations forthcoming from Scienceand Technology, mainly those that refer to changesin product or process.


258

In spite of the success of the R&D&i model, theprocess of Technological Innovation is not a linearone: investing in Science and Technology is no guar-antee of an innovative socio-economic fabric. Nev-ertheless, the ordered development of an advancedscientific-technological system with high levels of ex-cellence and productivity is a common feature ofthose countries that head the rankings in innovation,and it is undoubtedly one of the key factors in thedrive for a new Knowledge-based economy.

In Euskadi, the Basque Country, the latest data on lev-els of investment in R&D or the number of firms thatincorporate technological innovations in product orprocess confirm the validity of the public-private part-nership strategy and the investment in the BasqueR&D&i system. Thanks to this strategic focus, Euskadimanaged to overcome dramatic circumstances of re-cession and industrial restructuring in the early 1980s,when technological research and development werepractically unknown in the Basque Country.

Recording the average for European countries inthese indicators is not enough: we need to substan-tially improve the excellence and productivity of ourScience and Technology system (publications,patents…), and increase the resources earmarkedfor technological research and development. Weshould not forget that our target is not the middleground, but rather placing ourselves on a par withthose countries that are global leaders in innovation.

Within this context, and as part of Innobasque’s 2008– 2012 Transformation Plan, the business of the Tech-nological Innovation Department has focused onthree basic fronts. On the one hand, we have soughtto advance in key aspects of the conceptualisationof the role of Science and Technology in the BasqueInnovation System: the methodology for the defini-tion and monitoring of areas of scientific-technolog-ical interest (bio, nano, alternative energies…), themap of stakeholders in the Innovation System andtheir interrelations, or the indicators that we shoulduse to gauge this System’s excellence and produc-tivity. On the other hand, we have embarked uponschemes that unreservedly foster the transformationof the Basque science and technology system, set-ting goals in key indicators and proposing ways ofachieving them. This work has so far focused on sixareas, which coincide with the indicators used on theEuropean Innovation Scoreboard: human resourcesdedicated to R&D, people (research talent), Europeanpatents, public-private publications, corporate accessto broadband and the number of firms with techno-logical innovation activities. Finally, work has contin-ued in the task of mobilisation, centring the Depart-ment’s interest on the players in the Basque Science,Technology and Innovation Network: Universities,Basque Excellence Research Centres (BERCs), Sci-ence Research Centres, Technology Corporations,Corporate R&D Units…

Executive Management Council

Details of the business pursued

The Departmental Executive Management Council forTechnological Innovation has held two meetings:

- 2 April 2009

- 10 June 2009

Methodology for identifying and monitoring keyscientific-technological areas

Aims:

The main aims of this i-Talde (i-Group) are to pro-pose the methodology for identifying and monitor-ing key Scientific-Technological Areas and the ini-tial proposal of key Areas

Number of meetings: 6

Projects in progress:

• Proposed methodology for identifying key Scientif-ic-Technological Areas

• Proposal and discussion of the methodology formonitoring key Areas

• First approach to the Areas in the Science, Tech-nology and Innovation Plan (PCTI)

Map of Stakeholders in the Basque Innovation System

Aims:

Proposal of the Map of Stakeholders in the Inno-vation System. An initial definition has been madeof the focal points for the Innovation System, basedon the proposal of six major fields: Science andTechnology/Competitiveness/Education/Cultureand Values/Quality of Life/Sustainability. In addi-tion, and on the basis of this first classification offocal points, consideration has been given to thelinks between them. For example, Science andTechnology is more readily understood insofar as itsupports Competitiveness, Education, Sustainabil-ity, etc. Taken the other way round, innovation inthese fields should not be approached in isolationfrom Science and Technology.


Implementation of processes for generating,attracting, retaining and circulating talent withinthe Basque Innovation System

Aims:

Creation and operation of a Mobility Portal that willmuster all the public and private stakeholders work-ing within the field of mobility in the Basque Au-tonomous Community (CAPV), and drafting of anAction Plan for improving the Mobility of Talent inthe CAPV.


Projects in progress

• Mobility Portal

• Action Plan

The purpose of the Action Plan is to pursueschemes for recovering talent in cities and moreadvanced regions within the field of innovation,as well as others for colonising global knowledgecentres (seconding people who will later returnto the Basque Country). A further aim is to im-prove the infrastructure and hosting services forpeople from abroad.

Implementation of the indicators to be used forevaluating R&D&i activity

Aims:

The idea is to set up a surveillance forum forR&D&i indicators in order to gain an overall per-ception of the technological innovation system andimprove the monitoring of its players and thestrategies rolled out, with the purpose being tocater for different perspectives, such as a compar-

ison with the EU15 to single out areas of improve-ment that contribute to technological harmonisa-tion with the EU (PCEIS and PCTI goals), an analy-sis of the performance of the players involved inthe RVCTI and the monitoring of the main scientif-ic-technological focal points (bio, nano…)

Accordingly, a scoreboard for R&D&i is used in theBasque Autonomous Community with a consoli-dated forum for the surveillance of its indicators,which analyses the information and identifiesthose deviations that require some action to be tak-en.


Attaining a figure close to the average for EUMember states in the production of Europeanpatents

Aims:

Draft Plan of Action for increasing the production ofEuropean patents in the Basque Autonomous Com-munity (CAPV).



• Design and organisation of a course on Training Eu-ropean Patent Agents

• Implementation of specific actions for driving theBasque Science, Technology and Innovation Net-work

• Implementation of specific actions for driving thegroup of entities active in the 7th Framework Pro-gramme

• Use of the Enterprise European Network (EEN) as ameans for driving and disseminating Europeanpatents amongst businesses

• Action focusing on the group of entities that alreadyhave EPO patents/similar entities

Strategic initiatives designed to increase theresources earmarked for R&D&i in the BasqueAutonomous Community (CAPV)

Aims:

To increase the resources allocated to R&D&i in theCAPV.



• FIK

Creation of a large-scale private grouping forfunding research and the exploitation of resultsbased on the FIK initiative.

• i-FONDO (i-FUND)

Increase in the investment in new businessschemes through the allocation to them of a per-centage of the assets of Basque Voluntary Com-munity Welfare Entities (EPSVs).

• Promotion of the European Spallation Source (ESS)

• KIC (Knowledge Innovation Community)

• Active involvement in the preparatory tasks for theScience and Technology Development Act

• Introduction of a community of supervisors of tech-nological innovation in medium-large companies

• Analysis of business opportunities for Basque firmsin major science facilities in Europe (ESFRIRoadmap)


259

Increase in the number of ISI publicationsshared by the public and private sectors

Aims:

Proposal of schemes for increasing the number ofISI publications shared by the public and privatesectors.



• Analysis of successful experiences in public-privatejoint-publications

• Proposal of innovate incentive schemes for thesepublications

• Assessment of their potential application to thecase of the CAPV

Improving corporate access to broadbandinfrastructures in the Basque AutonomousCommunity (CAPV)

Aims:

Proposal of schemes for extending broadband ac-cess in the CAPV



• Analysis of experiences in expanding broadband in-frastructures and applications

• Proposal of innovative schemes in broadband ac-cess

• Assessment of their potential application to thecase of the CAPV

Spreading the culture of TechnologicalInnovation amongst SMEs in the BasqueAutonomous Community (CAPV)

Aims:

Proposal of schemes for spreading the culture ofTechnological Innovation to SMEs



• Analysis of experiences in extending TechnologicalInnovation activities to SMEs

• Proposal of innovative schemes for access by SMEs(i.e. cooperation with financial institutions in theCAPV: financing of innovative SMEs, etc.)

• Assessment of their potential application to thecase of the CAPV.

Social InnovationThe 2nd Economic and Social Transformation inwhich we are involved has necessarily to incorporatethe “social” component as a condition for its success.Along these lines, Innobasque’s approach is clear,bold and imaginative, setting itself apart from the fo-cus of other reference agencies in Europe and plac-ing the different spheres of social innovation as thelaunch pad and, in many cases, the condition for oth-er types of innovation that are no less important

At Innobasque we understand social innovations tobe the processes of creative engagement of peoplewho seek to improve social circumstances and pro-vide untried and tested proposals that end up beingaccepted by society at large.

With the hands-on cooperation of a broad spectrum ofcivil society, we work on eight main operating areas:the concept and applications of social innovation; thevalues that favour innovation; governance; education;employment; migration; ageing; and culture.

Each one of these focal points for innovation is beingaddressed by an i-Talde, an i-Group whose membershave devoted a large part of their voluntary time to fo-cusing, conceptualising and sharing their visions, be-fore considering decisions on some innovative proj-ect that will help to transform the mainstay of theiractivity. The path followed has also meant an explo-ration of the knowledge area itself, of public privatepartnerships, of the actual working method and of acertain systemisation of the same.

At the same time, we have backed the arrangementof partnership agreements with around twenty or-ganisations from different social, economic and cul-tural spheres.

The challenges we face over this coming period in-volve the consolidation of this form of cooperationand voluntary participation (not necessarily in per-son), in terms of efficacy, of replicable and measur-able results, whilst upholding the commitment andactive cooperation of the members of the ExecutiveCouncil.

Our aim is to create value for society at large and forthose taking part in our i-Talde, as well as to furnishthe various partnership agreements subscribed withmeaningful content. We are going to organise new i-Talde with a coordinated vision, and with the ultimateobjective being to achieve tangible results in thosekey, mainstream areas with the greatest knock-on ef-fect.

Although this department has performed an intenseamount of work, opening horizons, combining thespreading of the perception of Innovation with abroad mobilisation of differing collectives and insti-tutions, we are mindful of the need to focus ap-proaches and encourage discussion on the prioriti-sation and organisation of our activity.

Conceptualisation and indicators

Aims:

The initial aim of this i-Talde has been to define So-cial Innovation and present the first suggestions forindicators. Based on this, the next step has been toconduct case studies (Observation, highlightingknown experiences as a contribution to conceptual-isation and methodology and to identify “restrictors”of Innovation) and compare and validate the main-stays of social innovation and the activities of the de-partment’s groups, the i-Talde.



• Publication on Social Innovation

OBLAEVA

The remit of this project team is the creation andcommissioning of an Observatory, Laboratory,and “Testing Ground” for Practices and R&D&i inSocial Innovation.

Partnering other European Agencies

Under the leadership of Innobasque, the purposeof this project is to define and standardise con-cepts on Social Innovation.

Register of Best Practices in Social Innovation

Values

Aims:

The group i-Talde Valores has begun its work onvalues by discussing and drawing conclusions onkey aspects, such as: What specific values shouldguide Basque society as it seeks to become THEBENCHMARK COUNTRY IN EUROPE IN TERMS OF IN-NOVATION? How to interweave the instrumentalvalues proposed with the ultimate meaning of In-novation? In the wake of these reflections, the nextstep has been to differentiate and describe themain and ultimate instrumental values that willpave the way for the development of Innovationwithin the new context of globalisation. All this isto be based on the Major Core Value: THE INDIVID-UAL, the full and free development of knowledge,skills and attitudes that are receptive to innovation.



• Definition

The first task has involved the definition of 4 in-strumental values for an innovative society:Knowledge, Cooperation, Change and Globalisa-tion

• Thematic Symposium

A thematic symposium has been held under theheading of "Values", which has consisted of theverification of the work performed by the i-Taldewith a total of 60 outside players.

• Green Paper on Values for an Innovative Society

Governance: Engagement and Territory

Aims:

A highlight amongst the objectives of this i-Taldeis its contribution to the development of the cur-rent approach to Governance through a projectthat drives democracy towards realms that placeus in the era of knowledge and connectivity, whichin turn serves for the greater socio-economic pro-motion of youth and will have a positive impact onthe wellbeing of the Basque population. This isbased on three premises: engagement is crucial –a pre-requisite for achieving the Innovative Socie-ty in 2030 – because of its contribution to the cul-ture of cooperation and networking; engagementrequires knowing how, wanting and being able toact, that is, training, awareness and resources-ac-tion. Then, there is the decisive interaction with an-other four i-Talde in the Social Innovation Depart-ment: values, education, migration and culture. Thelines of work are centred on the analysis of the sit-uation as regards community involvement in “pub-lic matters” and the study of the reasons for a cer-tain discrediting of “public matters” and the lack ofengagement with matters of general interest.



• The perception amongst Basque youth of the Inno-vative Governance of the future through engage-ment

• Publication on Governance

Education

Aims:

The Education i-Talde has addressed the analysis


260

of the changes required in formal non-universityeducation (infant, primary and secondary) to pro-vide children with the necessary skills for their per-sonal, social and professional development in asociety in constant change. What is being done?What is missing? What should be done? Whoshould be responsible? What can we do? After thisdiscussion, it was agreed to create a “Bank of rele-vant experiences” and develop a working pro-gramme with lines of action in Non-university edu-cation (Consideration of children’s fresh needs andnecessary changes, Promotion of the use of the lat-est developments in neurosciences, intelligences,learning, methodology, etc.), Occupational Training(Transformation of occupational training centresinto Agents of Innovation; Specific Plan for improv-ing associated EIS indicators, Instruction inmethodologies for Innovation in product, process,organisation, market, business model, people…)and University (Promotion of the effective link High-er Education – TCs - Business, Explanation to soci-ety at large of the social role of higher educationand fostering collaboration between teaching staffand the use of interdisciplinary teams).



• CREANOVA

CREANOVA’s objective is to conduct research in-to the specific conditions and competenciespresent in creative learning environments thatare a gateway to innovation.

• HEZIBERRI

This is a joint project involving four Basque insti-tutions (European Forum on Educational Admin-istration, the Basque Government’s Departmentof Education, Universities and Research, In-nobasque and Jakiunde) with a view to rethink-ing education in the Basque Country. It involvesthe development of a public website that pro-vides an environment for reflection, debate andopinion on the education our country requires inorder to respond to the challenge of becoming aEuropean benchmark in innovation.

• System of technology-based Lifelong Learning

The purpose of the lifelong learning system is tofurther involvement in learning activities and,therefore, improve the EIS innovation indicator.

Employment

Aims:

The aims of the Employment i-Talde are to definethe conditions that give rise to personal satisfac-tion with employment and develop two lines ofwork (list of conditions of satisfaction and prioriti-sation-assessment according to their impact) onthe basis of the following focal points: possessionof the skills for professional development, the rec-onciliation of work and family life, sharing in man-agement and profits, the search for win-win situa-tions in industrial relations, “Flexisecurity” and pro-active ageing.



• Integrated system for effective and efficient CareerGuidance

The purpose of this project is to define a lifelong

Integrated Career Guidance System, focusing onpersonal development and social cohesion.

Migration

Aims:

The i-Talde on Migration has begun giving shapeto two programmes of work: active policies on re-ception and integration and qualification of mi-grants and the accreditation of competencies, forthe subsequent analysis of referents and the iden-tification of best practices in the two scheduledprogrammes and, thirdly, the proposal of specificactions with possible experiments linked to regu-larisation, housing, employment, languages, cul-ture, which may lead to changes in terms of Inno-vation.



• Research centre and support networks for integra-tion within the sphere of migrations

The purpose of this project is to uncover theneeds of migrants, as well as the requirementsof society as a whole in matters of migration, in-tegration and coexistence.

Culture

Aims:

The i-Talde for Culture has analysed the consider-ation and content that culture should have in thecommunity, thereby enabling the Basque Au-tonomous Community (CAPV) to become a bench-mark region in Innovation in Europe. Following thisexercise, a reflection has been made on the linkbetween this approach and the educational sys-tem and primary schooling in particular. The nextobjectives have involved considering a mainstreamapproach between education, values and con-sumerism, and organising a debate centred onthese two possible ways of tackling the subject:Sectorial-specialised and Integral. (practices witha comprehensive approach)



• Promotion of intercultural associations

• Open network of leisure-culture-tourism that inter-connects current initiatives

• Study of acculturation through the media

Ageing

Aims:

An essential aspect of this i-Talde has been to iden-tify innovative fields within active ageing, as wellas create a register of technological innovations tofavour the enhancement of the quality of the envi-ronment for elderly people. The overall aim is to fur-ther explore the interrelations between ageing andthe main determinants of quality of life.



• Care and attention for elderly people

• Self-sufficiency in old age

InternationalisationWithin a globalised setting, such as the one charac-

terising the transition from the 20th to 21st centuries,Euskadi – the Basque Country should seek to pres-ent itself to the world as a receptive country in whichbusinesses and organisations make the most of theopportunities forthcoming from its dealings with oth-er countries. There is a need to boost operationsabroad, identifying opportunities in all spheres. Like-wise, there is a need to bolster the presence ofBasque businesses and organisations in internation-al R&D&i projects, as well as their integration withinthe main worldwide innovation networks.

In view of the above, one of our underlying remits isto help to promote the image of the Basque Country,whereby an image is projected of this land that isbased on its own particular identity and on a seriesof values associated with innovation .

A highlight amongst the department’s own duties isour support for the promotion and empowerment ofBasque firms as they take part in European R&D&iprojects, and more specifically in the 7th FrameworkProgramme and ERANet Programmes, as well as thetraining of company workforces, all in cooperationwith the Basque Government.

In addition, we head the Observatorio de Partici-pación Vasca en Proyectos Europeos, with a view tomonitoring in real time the results of Basque in-volvement in international R&D&i projects and ex-tracting results that will lead to an increase in R&Dactivities at European level.

A final remit, and not for that any less important, is toencourage close ties with the Basque community liv-ing all over the world, as this is a vital way of bothdisseminating the Basque model of innovation anddetecting innovative schemes that may be attracted.Creating a network of cooperation with this collec-tive is therefore one of the main challenges for ourdepartment.


Details of business

The Executive Management Council for Internation-alisation has held one meeting:

- 4 November 2008

The Council’s Coordinating Committee

This group has held two meetings, the first on 12 Feb-ruary 2009 and the second on 27 April 2009.

International Projection

Aims:

The aims of this i-Talde, or i-Group, for Internation-al Projection are the survey, analysis and monitor-ing of countries, regions, entities, leading figures,experiences and key trends; the coordination of in-ternational relationships and partnerships in inno-vation: trade delegations, the monitoring of coop-eration projects and relations, the management ofinvitations, joint actions, liaising, etc.; the interna-tional promotion of Basque innovation schemesand the coordination of the creation and develop-ment of a Senior Basque Worldwide Community.


European and International Projects

Aims:

Our aim in European and International Projects isto identify criteria for taking part in the internation-


261

al projects of benchmark organisations: EuropeanCommission and other agencies. In addition,emerging fields of interest are monitored.


• ERA-NET (European Union)

The aim of this project, undertaken in partnershipwith the Basque Government, is to promote theinvolvement of SMEs in international R&D&ischemes.

Strategic Internationalisation

Aims:

Strategic Internationalisation has two main goals:the support for Basque Internationalisation poli-cies/strategies, through a study of those areas inwhich 3rd generation innovation creates value, andthe attraction of international investments. By cap-italising on its contacts with the main engines ofthe Basque economy, the idea is to attract invest-ment from abroad for generating new centres ofknowledge, R&D and technological development,etc. It also includes the drafting of a “Dossier” con-taining the package of measures and actions thatwould be required, as well as bring about partner-ing in international projects.

International R&D&i Unit

Aims:

The first goal of this i-Group for the Internationali-sation department is the commissioning of an Ob-servatory dedicated to recording and analysing da-ta on Basque involvement in European R&D&i proj-ects. The second goal is to inform, train, drive andsupport Basque players in the internationalisationof their R&D&i and provide services for increasingbusiness participation in European R&D&i projects.This latter task is undertaken though a consultan-cy, which includes bilateral meetings with firms,Basque Contact Points (groups that work on issuesrelated to the EU’s 7th Framework Programme forR&D, created to encourage Basque participation insuch programmes) and training in the manage-ment of European R&D&i projects.

Business TransformationIn Innobasque we are aware of the current whirlwindprocess of change that our economic and social en-vironments are going through, where technologicaladvances have fostered an ever more globalised andinterconnected world, with a product and service sup-ply that has multiplied many fold in recent decades.

This complex, global reality requires a thoroughtransformation of our business fabric. Our companieshave, for a long time, competed through improvingtheir operating and management processes, opti-mising costs, increasing quality levels, strengtheninginvestments in production and so on. In short, excel-lent processes have been achieved for managingrepetitive, standard production, the outcome of theso-called First Transformation (where the effortsmade in the form of investment, in seeking addedvalue and in internationalisation have borne theirfruits).

But the differential advantages of the aforementionedhave gradually disappeared before the competitioncoming from emerging countries and their costs. In

view of this new situation, the need to differentiateourselves through innovation and advanced knowl-edge is ever more evident. All of this leads to a de-cided commitment towards talent, creativity and in-novation (R&D&i, in general terms) as part of whatwe call the Basque Country’s Second Economic andSocial Transformation, where the leading role is nolonger played by the business but rather by the peo-ple comprising it, who, beyond their physical andmanagement capacities in repetitive tasks, offer theircreativity, their relational capacity, their ideas, theirwishes and their commitment.

From the Business Transformation Department, weare working to forge an alliance between the mainbusiness representatives (clusters, business associ-ations, chambers of commerce. Employers’ associa-tions, chartered institutes, etc.) and the governmentbodies and entities responsible for promoting inno-vation and competitiveness (Basque Government, theBasque development agency SPRI, Provincial Author-ities, Local development Agencies, Euskalit, etc.) inorder to mobilise resources and capacities and to fo-cus the drafting of policies and programmes in linewith our economic and social reality. The transfor-mation and mobilisation drive is, in our sphere, un-derpinned by the agreements signed with these en-tities and their subsequent execution via specific co-operation activities, the basis of the great Public-Pri-vate Partnership.



The Departmental Executive Management Council forBusiness Transformation has held three meetings.

Council Coordination Committee

The Coordination Committee, which is made up ofthe board members, has held a total of two meetings,added to a further three held by leaders and co-lead-ers.

People-based management models

Aims

This i-Talde or i-Group’s top priority is to conceptu-alise people-based management models that en-hance creative and relational capacities, in orderto increase the competitiveness of the businessfabric with a view to the 2nd Economic and SocialTransformation. The starting point is a Work Planreached by consensus agreement, structured intotwo stages: the first refers to the design and devel-opment of the conceptual framework based on di-agnosis, guiding concepts and comparison withbusiness experiences, whereas the second dealswith the dissemination of the guiding concepts andorganisation mobilisation.

The i-Talde’s seven guiding concepts are: Cooper-ation and Interdependent Talent, which enablecommunication and the generation and exchangeof knowledge between people; Collaborative Lead-ership; the development of Creative Environments;the concept of Power with positive implications,such as the power to decide my own future, break-ing the monolithic and exclusive concepts sur-rounding it: the concept of Desire in the sense ofwanting to be involved and committed to an or-ganisation and helping to build a joint project; andthe concept of Property, in as much as the knowl-

edge a person possesses becomes a key factor forcompetitiveness.



• The conceptualisation and development of the 7guiding concepts implicit in people-based organi-sations

• Development of the 7 guiding concepts taking theEmotional Intelligence approach

• Comparison of the 7 guiding concepts with com-panies

Managing the internationalisation of businesses

Aims

The aim of this i-Talde is to design strategies andproducts to improve Basque companies’ access tothe global market.

The following have been defined as top priority ar-eas of action: raising awareness towards interna-tionalisation, defining guidelines for international-isation, seeking cooperation formulas for interna-tionalisation, fostering and boosting driver busi-nesses, designing multi-location corporations andidentifying and disseminating best practices in in-ternationalised HR management.

Two projects have been put under way:

The first, through a pooling of experience andknowledge from multiple-location corporations,aims to identify the factors leading to their successand which enable the transformation of their man-agement model, the development of different man-agement capacities and the promotion of modelswhich accommodate diversity, multi-culturality andeffective coordination. It focuses on companiesthat have already broached the first stage of inter-nationalisation and are currently at the secondstage, designing international-scope corporations.

The second project aims to identify, analyse andunderstand the practical experiences our SMEshave had in “Cooperation in Internationalisation”through drafting case studies in order to exploitthese experiences by sharing them among all theinterested parties.

This study is being performed by a group of lectur-ers and researchers: 19 people from various cen-tres and universities such as ESTE, MondragonUnibertsitatea, the San Sebastian PolytechnicSchool (UPV/EHU), the Bilbao Engineering School(UPV/EHU), the San Sebastian School of BusinessStudies (UPV/EHU), the Sarriko Faculty of BusinessStudies and Economics (UPV/EHU), who are trainedin the methodology (Themed Case Studies) and inthe aim of the study (Cooperation for Internation-alisation).



• Corporation design. Identification of the key suc-cess factors in the management of multi-locationcorporations.

• Themed Cases Studies of Basque Businesses: co-operation in internationalisation.

The environment of maximum public-private co-operation for innovation

Aims


262

This i-Talde aims to foster public-private coopera-tion with a view to the 2nd Economic and SocialTransformation, for which four environments havebeen defined in which to analyse public-private co-operation:

- The productive businesses’ environment: 7 initia-tives have been proposed of which two have beenapproved for implementation: “Talent manage-ment in complex situations: prospective profes-sional requirements in the business world andcomparison with the university sphere”; and “ThePublic Support Framework for Innovation”.

- The advanced services businesses’ environment:the proposals submitted have led to the launchof a new i-Talde, in connection with i-Talde V, withthe aim of reaching consensus agreements andlaunching projects to enhance specialisation andinternationalisation among companies in thissector.

- The University environment: the 8 initiatives sub-mitted by i-Talde members, are currently at theprioritisation stage.

- The Authorities as organisations environment: twoof the three initiatives submitted by i-Talde mem-bers have been chosen to be put in action: Gov-ernance Models and Public-Private Participation.


• Managing talent in complex situations. Prospectiveprofessional requirements in the business worldand comparison with the university sphere.

• Advanced services. Criteria for boosting specialisa-tion and internationalisation among companies inthis sector.

A Tax Framework favourable to innovation. R&D&i certification

Aims

The definition of a tax scheme that can foster in-novation and the design of a common innovationcertification system.

The i-Talde’s lines of action have comprised:

- Follow-up and updating of the advances in thethree work groups that have broached the tax reg-ulations supporting innovation in the BasqueCountry.

- SEA/ Álava Provincial Government

- Gipuzkoa Provincial Government / GipuzkoaBerritzen

- Euskadi 2015 Competitiveness Forum.

- An analysis of the international benchmarkingsurvey that assesses the tax policies supportinginnovation in the main countries in Europe andthe Americas.

- Development by the i-Talde of recommendationson tax regulations supporting innovation, includ-ing the setting of criteria for defining non-tech-nological innovation, as well as the procedure forcertifying innovation or drawing up the reasonedreport.

- A survey of the possible alternatives for fundinginnovation.



• Analysis of international benchmarking on tax in-

centives for innovation

• Assessment of the regulations in the Basque Au-tonomous Community (CAPV): “Benchmarking andtax incentives for innovation”

• Drafting of recommendations on tax incentives

Innovation networks, competitiveness andcooperation amongst firms. Clusters

Aims

This i-Talde aims to promote inter-company coop-eration to foster innovation and networking in or-der to take on the demands of a globalised mar-ket. After an intense debate and review of differentproject proposals by the i-Talde members, the con-tent of the various work-lines can be classified asfollows:

- Clusters and the “Innova Cooperación” pro-gramme: a follow-up has been made of the “In-nova Cooperación” survey, an initiative by theBasque Government and Innobasque, which con-tains a strategic review of Clusters, sector agen-das and strategic watchdogs; a line of support isproposed (through subsidies) from the BasqueGovernment for the collective projects launchedthrough Cluster structures.

- Innovative Public Procurement: an instrument thatdrives competitiveness and innovation amongBasque companies, by their adopting best prac-tices in procurement requirements and the nego-tiation of improvements in the products and serv-ices under procurement. To do so a project hasbeen put under way to introduce innovative pub-lic procurement, in which world-level best prac-tices have been benchmarked.

- Analysis of SME cooperation experiences: in termsof number, job creation and innovation capacity,small companies play a fundamental role in in-novation development; yet, similarly, it is difficultto generate cooperation and transformation dy-namics between them, due to their size and theirdynamics being constrained to their day-to-dayactivities. Hence, an in-depth analysis is proposedof SME business cooperation cases, which mayserve as an example and illustrate different co-operation mechanisms that exist between small-er sized companies.

- Advanced Service Companies: given the impor-tance of this sector in itself and as an industryand public authority transformation lever, the ideais being assessed, in connection with i-Talde III,of setting up a specific i-Talde to analyse the cur-rent situation of advanced services in the BasqueCountry vis-à-vis their enhancement.



• Innova-Cooperación

• An approach to innovative public procurement

Innovation evaluation system and businesstransformation indicators

Aims

The main aim of this i-Talde is to define a commonsystem of indicators to measure the degree of busi-ness transformation and innovation, as well as theirtrends over time.

The lines of action are:

1. Follow-up and presentation of the transversalwork group on macro indicators for the BasqueCountry and their dissemination at micro (or-ganisational) level from the viewpoint of Eco-nomic Competitiveness, Social Cohesion andEnvironmental Sustainability.

2. Design of an open innovation system in organi-sations (paths to innovation).

3. Design of an Evolutive Innovation System(known as the SEI project, after its initials inSpanish), which aims to draw up basic guide-lines for application in firms, specifically at man-agement levels. Back-up information has beendrawn up to guide managerial activity towardsdirect action in generating innovative initiatives.



• Evolutive Innovation System (SEI)

EntrepreneurshipThe Business Competitiveness and Social InnovationPlan 2006-2009 provides the keys to the model forpromoting entrepreneurial activities in Euskadi: fos-tering entrepreneurial culture, catalysing and forgingstronger connections between firms and the mainplayers generating business ideas, and developingall the potential of the infrastructures that exist in or-der to cover insufficiencies in the seed capital, busi-ness angels, etc., to eventually become more com-petitive and to assure sustainable development overtime.

At Innobasque, we understand Entrepreneurship asa broad concept; it is also the action of putting newideas, processes, projects, products and services un-der way within organisations (companies or any kindof organisation that offers value). It thus increasesthe business fabric and makes our economy morecompetitive. The desire to undertake new enterprisesmay appear at different stages in people’s lives, de-pending on their intrinsic characteristics, their life ex-periences and the medium in which they move. TheEntrepreneurship Department directs its endeavourstransversally across the value chain with the differ-ent players and throughout all the stages in people’slives, in order to raise the number of entrepreneurs inEuskadi to hence generate a more integrated andprosperous society.

From our broad concept of Entrepreneurship, we candefine entrepreneurs as people capable of compli-cating their lives and in many cases taking risks, fornew things that offer unprecedented added value. Forthe Entrepreneurship Council, the entrepreneur is thekey element for attaining sustainable economic andsocial development in Euskadi.

Among the main challenges facing the Advanced En-trepreneurship Department, the most outstanding areworking on Entrepreneurship Capital (Being Able tobe an Entrepreneur), working on the EntrepreneurialSpirit (Wanting and Knowing how to be an Entrepre-neur) and increasing Entrepreneurial Activity (Doing).



The Advanced Entrepreneurship Executive Manage-ment Council has held three meetings:


263

- 14 April 2008

- 18 June 2008

- 5 November 2008


This coordination and monitoring group, comprisingboard members, has held a total of seven meetingsup to 30 June 2009.

Advanced Entrepreneurship

Aims

The main aim of the Advanced Entrepreneurship i-Talde (i-Group) is to promote solutions and instru-ments favouring the creation and development ofEIPGs. Its remit also includes galvanising the pres-ent Basque entrepreneurial ecosystem to enable itto offer higher efficiency levels for all the stake-holders.



• EIPG Accelerator

The aim of this project is to fill the gap existing inthe current entrepreneurship ecosystem, via anentity that boosts companies with growth poten-tial through support or funding. One of its mainfunctions is to identify this kind of companiesand to do so it employs a network of expert as-sessors.

This unit will be incorporated as a private com-pany that will evolve towards a Start-up Promo-tion Company, with a minimal operating struc-ture and the target of creating 3 or 4 EIPGs ayear.

Intra-entrepreneurship

Aims

The target of this i-Talde is to inject intra-entrepre-neurship into the business fabric and to set up SMEaction and booster schemes.



• Intra-entrepreneurship Case Studies

Its aim is to systematically analyse “intra-entrepre-neurship” experiences to model and disseminatethem. To do so, an awareness raising scheme hasbeen designed for SMEs, which, in its initial phas-es, will be undertaken through Gipuzkoa Berritzen.

• Intra-entrepreneurship High Performance Centre(Ebi Gune)

The purpose of this centre is to endow recentlyqualified people and people from private com-panies and public authorities with intra-entre-preneurial skills. It is based on a dual system ofclassroom and workplace experiences.

Indicators

Aims

The aim is to design the Entrepreneurship Indica-tors Control Panel in consonance with the In-nobasque Innovation Indicators.



• Indicators Scoreboard:

The aim of this scoreboard is to conceptualise en-trepreneurship through specific indicators.

Entrepreneurship Culture and Mobilisation

Aims

This i-Talde aims to drive and mobilise entrepre-neurship, spreading its application to all spheresof society, fostering the creation of an Entrepre-neurship Community as a specialised environmentwith the Community of Innovators.



• Design of a mobilisation campaign

This initiative, which is already under way, is goingto fan the flames of entrepreneurship among vo-cational training and university students, througha participative and innovative action model thataims to foster the entrepreneurial spirit, to studyyoung people’s perception of entrepreneurship andto mobilise them towards the EntrepreneurshipCommunity.

EIPG: Innovative Business with Global Presence

Promotion and CommunicationAt Innobasque, we understand Promotion and Com-munication to be a central element in the Transfor-mation process, because in net terms, the latter is asocial phenomenon. Hence, it is essential to have acommitted society, which, though its actions and at-titudes, supports the necessary cultural changes thatwill drive values to do with innovation.

In view of this, we are working on projects and serv-ices aimed at social mobilisation, in order to con-tribute to giving the role of innovation its correctweight and to likewise help to raise the profile of thework the various players are undertaking to consoli-date this Transformation.

Hence, the mobilisation projects we coordinate withall of the social, economic and cultural players in Eu-skadi come under this heading, under the supervi-sion and responsibility of the Basque Council for Sci-ence, Technology and Innovation, for which we oper-ate as a Technical Secretariat. Among these projectswith great social impact, we should underline the fol-lowing: Coordination of the Science, Technology andInnovation Week (function taken over from Saretek);technical secretariat for the “2008 Euskadi Year of In-novation” an initiative sponsored by the BasqueCouncil for Science, Technology and Innovation; andlastly, coordination and development of action plansfor the “2009 European Year of Creativity and Inno-vation”, an initiative sponsored by the EuropeanCommission, in which all the member states and Eu-ropean regions are taking part.

Social mobilisation is an essential function of thePromotion and Communication i-Taldes (i-Groups).More specifically, the groups that are currently oper-ational are focusing their contributions on the differ-ent spheres of social action: Education, the businessfabric, the institutional fabric and society in general.Specific projects, in which the different leaders as-sociated to the Departmental Executive ManagementCouncil for Promotion and Communication are tak-ing part, are already on-going in each of thesespheres.

Lastly, in this area, we undertake the developmentand implementation of Innobasque’s corporate me-dia relations. We design and coordinate the mediarelations strategy and dissemination of the project,external reporting of all areas, as well as communi-cations with our associate base, through the variouscorporate support media and tools.


Details of business pursued

The Executive Management Council Promotion andCommunication has held three meetings.

- 16 April 2008

- 19 June 2008

- 6 November 2008


This coordination and monitoring group, comprisingcouncil members, meets approximately every threemonths.

Dissemination and mobilisation in the sphere of SOCIETY

Aims

In line with the objectives of the department itself,this i-Talde is responsible for developing initiativesaimed at generating a high social stimulus andgeneral mobilisation in favour of the Transforma-tion Project. Likewise, its functions include follow-up of the programmes and projects proposed andthe supervision of others Innobasque undertakesusing its own means. This group is also in chargeof aligning strategies in the field of communicationand promotion.


• The Community of Basque Innovators

A delegate group of this i-Talde is responsible formonitoring communication and promotion aspectsof the launch of the Community of Basque Innova-tors, scheduled for September 2009. To date, theteam’s focus and functionality has been definedfor the task of lending support to the Community, toassure there is coordination between this team andthe other groups involved in the project.

Scheduled actions:

- Drafting of the action plan for the launch phase ofthe Community of Basque Innovators.

- Definition of the functions and aims of this groupin the post-launch phases of the Community.

• Social Mobilisation

The purpose of this project group is to develop,monitor and propose mass social actions, whichencourage social adhesion to the innovation con-cept. This year, to celebrate the European Year ofCreativity and Innovation, all the actions scheduledare directly linked to the Dissemination and Mobil-isation Plan which Innobasque has been commis-sioned to undertake by the Basque Council for Sci-ence, Technology and Innovation.

Actions carried out:

- Drafting of the action plan for the European Yearof Creativity and Innovation, approved by theBasque Council for Science, Technology and In-novation, the objective of which is social mobili-sation.


264

Scheduled actions:

- Pursuit of the actions defined in the plan pro-posed.

- Support in the promotion and communication ofthe actions planned within the framework of theEuropean Year of Creativity and Innovation.

- Proposals of other actions that address the tar-gets defined.

Dissemination and mobilisation in the BUSINESS FABRIC

Aims

To promote initiatives, programmes and projectsthat foster the dissemination of best practices inmatters of innovation, synergies between players,alignment of their communication and promotionstrategies and the launch of joint initiatives. Thesemeasures should contribute to catalysing and sup-porting the successful conclusion of innovationstrategies in the business fabric, rendering a posi-tive impact on society’s levels of knowledge andrecognition.


• Innovation Award

A feasibility study and, if applicable, developmentof a system for acknowledging innovating attitudesand practices in the Basque business fabric. Ananalysis is being made of the possibility of usingthese acknowledgement-based tools to publicisethe best innovative experiences in a broader con-text with greater social repercussion.

• Dissemination of innovation in the various sectors

Design of dissemination media focusing on differ-ent publics. Among the tools assessed, one of themost interesting is the possibility of fostering anannual business event of the highest standing,which is initially defined as an, “Annual InnovationConference”.


- The two programmes being undertaken in this i-Talde are at their first stage of analysing the ex-periences under way, as the point prior to makingdecisions on the organisation of new initiatives.To this end, a professional survey has been com-missioned to provide a detailed report on the in-novation events with greatest impact in theBasque Country and of the acknowledgements todo with innovation (both in and outside Euskadi).In view of the data gathered in this survey, it isconcluded that there is an interesting sphere ofactivity for undertaking far-reaching initiatives, it isproposed that collaboration be fostered with oth-er European regions (considered a basic ele-ment), whereby the impact and prestige of In-nobasque’s activities would develop in an inter-national environment.

- More specifically, it is proposed that a large eventof an international nature be organised with threeadvanced European regions in innovation mat-ters, with which a strategic collaboration rela-tionship will be forged. The event and the ac-knowledgement of best practices in innovationwould be held each year in one of the regions be-longing to the consortium.

Scheduled actions:

- To enrich the proposal with contributions from the

team and to submit it to the Innobasque Board ofManagement for approval, if appropriate.

Dissemination and mobilisation in the INSTITUTIONAL Sphere

Aims

To foster coordination and better alignment of com-munication initiatives from institutions, encourag-ing cooperation and the launch of joint dissemi-nation and public information schemes.


• Social Dissemination on topics associated with Eu-skadi’s 2nd Economic and Social Transformation.

To design and undertake actions that foster the so-cial dissemination of the 2nd Transformation.


- A project has been proposed that will enable dis-semination of Euskadi’s achievements in the fieldof innovation, through messages addressed atpublic authorities, in order for these, in turn, topass them on to society through their variouscommunications channels.

The project would be entirely addressed at pub-lic institutions in the Basque Country. However,regarding its start-up and subsequent develop-ment, three levels of implementation have beendeveloped:

1. The Basque Government, provincial and lo-cal authorities

2. Public companies and autonomous com-munity entities

3. Cross-reference with state and European lev-el institutions

Scheduled actions:

- The first stage would involve broaching the proj-ect at local authority level, due to their higher de-gree of accessibility. The next stages proposed areas follows:

- Definition of what values should be transmittedto the public concerning innovation, in collabo-ration with the Innobasque i-Taldes that are work-ing on this subject.

- Identification of best practices in the Basque in-stitutional fabric.

- Analysis of the communication tools or infra-structures available to local authorities and thecreation of new ones, if this is considered appro-priate.

- To contribute in publicising innovative approach-es that are being undertaken in many municipal-ities, in order to achieve a “knock-on” effect.

- To create a validation and quality control frame-work for these practices to assure they are publi-cised coherently.

• International Positioning

To design and undertake actions to contribute topositioning Innobasque and Euskadi on the Euro-pean innovation map.


A project is proposed to encourage institutions toreport to society on the situation and positioningof the Basque Country on the international inno-vation scene. It would be necessary to focus es-sentially on two aspects:

- To notify the institutions on the positioning (data)

- To work on how the institutions report this to thepublic (tools)

The project would be wholly targeted at public in-stitutions in the Basque Country. However, regardingits start-up and subsequent development, three levelsof implementation have been developed:

1. The Basque Government, provincial and localauthorities

2. Public companies and autonomous communityentities

3. Cross-reference with state and European levelinstitutions

Scheduled actions:

- In the pre-project stage, it is proposed that a ba-sic guide be drawn up defining three specific as-pects: What to report, how to report it and usingwhich media.

- This guide will act as the document for presentingthe project to the institutions, initiating contacts,firstly at local authority level.

Dissemination and mobilisation in the EDUCATIONAL Sphere

Aims

To foster the view of an innovative educational sys-tem, based on knowledge and networking with theplayers in the education sphere (students, teach-ing staff, etc.), placing emphasis on undertakingdissemination, publicising and mobilisation pro-grammes, as well as promoting values associatedwith innovation (creativity, entrepreneurship …), inorder to drive and support the successful conclu-sion of innovation strategies in the educationalcommunity.


• Innovators in schools

Fostering innovation values and scientific voca-tions among boys and girls, through a programmefor dissemination in schools, involving in-houseparticipation of people from the world of science,technology and innovation.


- A reflection has been made on the methodologyfor this initiative, thanks to which critical pointshave been identified for bringing it to a success-ful conclusion: identification of the profiles of suit-able communicators for the target public and theimportance of making use of new technologies.

Scheduled actions:

- Creation of a map including agents and existingprogrammes in the sphere of educational inno-vation.

- According to this group’s forecasts, the next aca-demic year could begin with a series of dissemi-nation activities, in which outstanding personali-ties from the world of science and technology vis-it a variety of schools to interact with their stu-dents.

• Zientziaz blai

A pilot scheme undertaken by Ikastola Zurriola inDonostia-San Sebastian, which, in 2009, is holdingthe Kilometroak. The project consists of defining amethodology and specific applications for under-


265

taking simple scientific experiments at schools andpublicising their results in the educational com-munity.

The project is fruit of the collaboration and man-agement of a driving group formed by families,school staff and the pupils themselves.


- Development of a science programme, supportmaterials and experiments, in collaboration withthe schools’ different organisational levels.

Scheduled actions:

- Recording and publishing of short videos of theexperiments performed by the pupils for their dis-semination.

- Organisation of a public event in May, open to theeducational community and society as a whole,where pupils will show their scientific skills.

- Drafting of a final appraisal report that will serve,if relevant, for extending this experience to otherschools.

Innovation socialisation

Aims

To raise the social presence of innovating Euskadithrough positive impact in the communicationsmedia and social networks, while at the same timefostering the view of a leading region in Europe interms of innovation.

Disseminating the actual situation regarding inno-vation in Euskadi through current best practices, tostimulate future practice.


• The innovation socialisation platform

Development of a professional information collab-oration platform to act as an exchange hub be-tween those offering innovation and those who candisseminate it.


- Feasibility study for the creation of a socialisationplatform carried out for Innobasque by MBN. Theaim of this study has been to appraise the feasi-bility of a Communication Platform for InnovationSocialisation with the main stakeholders,analysing the strengths and weaknesses associ-ated with the platform, to learn their opinions onthis initiative and their predisposition to use thissystem. Over a three-month period, 21 high-levelinterviews have been held with social, economic,scientific, technological agents and with repre-sentatives from the field of communication.

Scheduled actions:

- The final feasibility study will be presented in thesecond half of the year, along with an operationalproposal for activating this project, which, if ap-plicable, will be submitted to the InnobasqueBoard of Management for its approval.

Gipuzkoa BerritzenIn 2005, more than 100 representatives from all ar-eas of society took part in the Gipuzkoa 2020 strate-gic debate, sponsored by the Provincial Governmentof Gipuzkoa. The event clearly reflected a desire onthe part of society in the region to promote and par-

ticipate in the process of transformation. 198 peoplefrom over 80 organisations took part in GipuzkoaBerritzen, working towards an ambitious target: to de-velop an "Innovating Gipuzkoa". Gipuzkoa Berritzenis a change-leading, action-oriented network of peo-ple, which proactively seeks to respond to the needsof society in Gipuzkoa, fostering a culture of innova-tion to ensure and improve the wellbeing of localpeople now and in the future. The initiative, spon-sored by the Provincial Government of Gipuzkoa hasbeen strengthened by its partnership with In-nobasque. It is now developing to become an areathat encourages joint public-private activity that willmeet the real needs of Gipuzkoa from a local per-spective. The territory of Gipuzkoa is divided into sev-eral different comarcas or sub-regions. There is a dy-namic industrial sector with a high concentration oftechnology players; industry accounts for 33% ofGDP and the cooperative model is particularly wellrepresented. As well as these specific local features,the province forms an integral part of the Basqueeconomy as a whole, and it is therefore essential tohave cooperation with other areas of Innobasqueand with other institutions and organisations work-ing in the field of innovation. Coordination and com-munication are key elements in this confluence ofcommon interests

Executive Management Board

Details of business pursued

The Executive Management Board of GipuzkoaBerritzen comprises the Executive Committee and thePromoting Group, which have held 10 meetings.

Promoting a culture of innovation and entrepreneurship

Aims

The main aim of this i-Talde (i-Group) is to ensurethat society whose actions and attitudes reflect acultural change promoting the values associatedwith innovation and entrepreneurship.


• The Ten-Million Project

"The Ten Million Project" is an initiative designed topromote public recognition for creativity and inno-vation among economic and social agents, and inturn, to incentivise innovative thinking in Gipuzkoa.It seeks to channel the support required to ensurethat projects of this kind are viable.


- Design and launch of the first competition for in-novative ideas and projects relevant to Gipuzkoa

Scheduled actions:

- Support for 1-3 projects from amongst the 27submissions

- Public recognition of the effort being made to pro-mote innovation by competition participants andamong all members of Gipuzkoa Berritzen

• GAZTE: Gazte Ekintzaile

GAZTE (Gazte Ekintzaile) is a working party run byand for young people. Its aim is to heighten aware-ness and encourage an entrepreneurship culture(not limited to the business area) and a spirit ofinitiative among local third-level students (in uni-versities and vocational training) through a newmodel of governance.


- Mobilisation actions designed by and for youngpeople:

- Mass event to work on the concept of entrepre-neurship and translate it into a youth vernacu-lar

- Workshops on entrepreneurship culture in third-level colleges

- Creation and maintenance of a website and blog

- Creation of Ikersare, a network of researchers onentrepreneurship in higher education with partic-ipation from researchers from all third-level cen-tres in Gipuzkoa

Scheduled actions:

- Study of the concept of entrepreneurship in dif-ferent areas (institutional, teachers, graduates,students and stakeholders).

- Mobilisation actions: as well as maintaining thedynamic already established in 2008, the groupwill organise a short-film competition and someworking breakfasts, as open spaces in which towork on and experience the concept of entrepre-neurship culture.

- International workshop on entrepreneurship.

Creating intermediary areas for innovation

Aims

The main aim of this i-Group is to create areas thatwill allow us to address the specific conditions ofdifferent industries, the most efficient technologi-cal path for each one, and the specific situation ofthe companies depending on their strategy, sizeand innovative experience. In this way, it is hopedto optimise the results of any horizontal R&D&i ac-tions, and adapt the initiatives to different groups.

Fostering synergy among the agents of the innovation system

Aims

Here, the aim is to contribute to adapting themeans of decision-making, action and manage-ment of companies, universities and technologycentres, in order to remove the barriers to innova-tion, promote the results of investments and intro-duce processes that enable knowledge to crystal-lize in innovation, both through transfer andthrough the generation of new activities.


• Encouragement of collaboration between compa-nies, universities and technology centres

The remit of this working party is to debate the sit-uation, identify causes and propose corrective, pro-motional and incentivising actions.


- Examination of the present situation of relationsfrom an internal and external perspective

- Identification of strengths and weaknesses in theinnovation system

- Proposals for corrective, promotional and incen-tivising actions

Scheduled actions:

- Publication of a report on the operations of theworking party


266

- Preparation and start-up of an action plan to car-ry out the corrective, promotional and incentivis-ing actions

• Promoting talent mobility

Another project by this i-Talde (i-Group) is to pro-mote mobility among research and technologystaff (talent mobility), aiding and financing tempo-rary visits by specialist personnel from technologycentres and universities in companies (and viceversa), to carry out temporary projects involvingknowledge transfer.


- Map of mobility support programmes in Europe,Spain, the Basque Autonomous Community andGipuzkoa.

- Awareness of the advantages derived from talentmobility and identification of the level of interestin participating in a project of mobility in a sam-ple group of organisations.

Scheduled actions:

- Launch of a pilot test of a clearly business-ori-ented talent mobility programme.

• Forum for exchange of experiences among com-pany R&D units

One of the first initiatives was to create a workingforum where companies in Gipuzkoa with their ownR&D units could exchange experiences that mightgenerate closer relationships, improve competi-tiveness and spawn new products and companies.


- Identification of common projects and problems

- Lectures by experts

- Study of best practice made by the UD

Scheduled actions:

- Best practice exchange workshops

- Case studies of the success of innovationprocesses by different R&D units

- Pilot test and open methodology for improvingknowledge management in company R&D units.

Generating innovative businesses and activities

Aims

The group’s primary mission is to favour the launchand growth of innovative businesses and activities.


• Promoting business set-up and growth in innova-tive activities

In order to promote business set-up and growth ininnovative activities by developing suitable instru-ments and intermediaries, a forum of reflection anda proposal for action have been set up.


- Deliberation on shortfalls in the entrepreneurshipsystem and the tools needed to overcome them.

Scheduled actions:

- Monitoring of present and future actions set upas a result of the working party's deliberationmeetings.

- Industrialisation and commercial launch of newproducts based on prototypes arising out of R&Dprojects

- The aim of this project is to harness the results of

investment in R&D&i in Gipuzkoa by making useof the technology generated. The group’s work fo-cuses on debating the current situation and pro-posing actions for promotion and incentivisation.


- Development of a methodology to help completethe product/service design and developmentprocess, with the process of industrialisation andcommercial launch of new products based onthese prototypes.

Scheduled actions:

- Pilot tests to (re)launch already developed proto-types, which in turn will serve to complete andcompare the methodology.

• Proposal for tax and accounting regulations sup-portive of R&D+I projects


- Process of reflection and definition of the basesfor new tax regulations

Scheduled actions:

- Implementation of new tax regulations to incen-tivise non technological innovation.

• Adaptation of specialist business hatchery infra-structures in Gipuzkoa

Prospecting and analysis of needs that might arisein Gipuzkoa in the medium to long term, vis-à-visnew added value infrastructures, at the phase ofdevelopment and commercial operation of emerg-ing projects and technologies in Gipuzkoa. Themain aims of the first phase are: to map the supplyof specialist infrastructures (products and servic-es) currently available in Gipuzkoa; propose ac-tions to optimise resources; ensure that entrepre-neurs have an infrastructure that allows them tooperate effectively, now and in the future, and at-tract new innovative companies with a long dis-tance technological base.


- Design of a map of provision of infrastructures

Scheduled actions:

- Publication and regular updating of the map

- Proposal for actions to optimise present and fu-ture resources in specialist infrastructures inGipuzkoa.

• Adaptation of models for financing new businessmodels

To adapt financing models or create new tools forpromoting and supporting innovative businessprojects that do not conform to traditional businessmodels.

Scheduled actions:

- To debate present and future needs and proposespecific actions to enrich and complete the ac-tions arising out of Innobasque's “Advanced En-trepreneurship” group, if a particular need is ob-served in Gipuzkoa

- Start-up of Hazitek, the new EIPG launch pad.

• Fostering of intra-entrepreneurship among SMEs inGipuzkoa

The purpose of this project is to support SMEs withlimited resources, fostering an entrepreneurshipculture and activity and ensuring that they growand generate new business initiatives.


- Definition of an open methodology as a model forintroducing processes of intra-entrepreneurshipin SMEs and, in parallel, to start to design a pub-lic programme of aid for intra-entrepreneurshipfor SMEs.

Scheduled actions:

- Pilot tests of intra-entrepreneurship in SMEswhich will in turn serve to complete and test outthe programme designed.

Gipuzkoa – an innovative territory

Aims

The purpose of the "Gipuzkoa – an innovative ter-ritory" i-Talde is to project our vision of an innovat-ing Gipuzkoa. It is backed by a series of positive dif-ferentiating values that serve as a foundation tohelp materialise that vision, and specific circum-stances that show us the way.


• Be (Berrikuntza) in (Innovación) Gipuzkoa

The aim of the project is to publicise some of theinnovative events, people and values that havebeen identifying features of Gipuzkoa’s history, tohelp drive a spirit of innovative identity among thegeneral public.


Drafting a table of contents for the book "Be inGipuzkoa"

Scheduled actions:

- Publication and regular updating of the book "Bein Gipuzkoa"

- Launch of the documents in DVD format

Sustainability

Aims

The i-Talde (i-Group) on Sustainability was set up todevelop and implement a culture of energy effi-ciency that will guarantee a future sustainable sup-ply and reduced dependency on fossil fuels, andallow a reduction in environmental pollution. Thegroup also seeks to encourage the creation of newtechnologies and industries related to this sector


• Microgeneration of distributed energy

In the initial phase, the i-Talde focused on micro-generation from wind power, with a view to themass installation in Gipuzkoa of mini renewablepower generation facilities (specifically mini windturbines). The project is intended to turn the coun-try into a benchmark in the introduction of mini re-newable power generation and distributed net-works.


- Viability study of wind-based micro-generation inGipuzkoa.

Scheduled actions:

- Pilot tests on introduction of mini-windmills

- Launch of a research project for developing new,more efficient and more competitive units

- Development of new tax and administrative regu-lations to foster the economic viability of this typeof micro-generation


267

- To extend this field of activity to other forms of mi-cro generation (solar thermal, geothermal, pho-tovoltaic, biomass, etc.).

Strategic Projects

Aims

The aims of the "Strategic Projects" group includepromoting projects deemed to be strategic and emi-nently practical in areas in which Gipuzkoa has (po-tential) capabilities that will plot the road ahead andhelp position the territory as a global benchmark incertain socio-economic areas. These include projectsin which the different agents in the territory all par-ticipate: businesses, universities, technology centres,individuals and municipal authorities. Multidiscipli-nary groups are set up to work on motivating andground-breaking projects in order to create a possi-ble sector or area of knowledge, in a project that uni-fies and facilitates the work in cooperation.


• Mobility of people and goods

To develop a social and economic project relatedto the (vertical and horizontal) mobility of peopleand goods in order to help offer a solution to theproblem faced by the territory in this field and toexport it to other geographical areas.


- Study of the different global forecast scenariosand business opportunities. The aim is to analysethe capacities of ground-breaking companies andtheir weaknesses, contrasting needs and capaci-ties, and measuring the social and economic andinnovation-related impact they can have on thefabric of Gipuzkoa.

Scheduled actions:

- To establish a road-map for getting the project un-derway

- To define at least one iconic or innovative projectthat addresses an existing mobility need inGipuzkoa, and which can be taken on by compa-nies in the territory.

• To promote and develop the language industry inGipuzkoa

One relevant project involves analysing, organising,structuring and activating the language manage-ment sector in Gipuzkoa in order to create a com-petitive industry that can capitalise on the capaci-ties and know how derived to a great extent fromthe fact of being a bilingual and even multi-lingualsociety.


- Study of the market and the weight of this indus-try in Gipuzkoa and worldwide, and analysis of thecapacities of Gipuzkoa’s organisations and thecompetition. It also identifies possible futuretrends that might have an impact on the industry.

Scheduled actions:

- Design of an action plan for activating the indus-try.


Innobasque 2007-2009 Translation

Documents

terms of cooperation

withthe cooperation

innobasque of spread

basque president

developed basque

thebasque innovation

theflag of innovation

private sectors