Economic policy and digitalisationSome examples

Lyon

19/03/2019

Research UniversitiesKnowledge Centres

IndustryEntrepreneurs

Healthcare sectorCare givers

where science & technology

meet entrepreneurs

quality of healthcare & welfare

meet

to measurably improve

through innovation

Flanders’Care

Flanders’Care 2.0

Safely and secure sharing of medical and welfare data

• Hospital Data

Document repository from hospital to clinician

• Transmural Data

Health information exchange ➢ in primary, hospital and social care

Health vaults such as Vitalink

• Linked and interoperable

StandardsInformed consentTherapeutic relation

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Smart business models with IMPACTHow can we connect entrepreneurs and healthcare?

Nutrition Platform for Chronic Care (NPCC) 2ZEN hub for care solutions

About Vulpia

o Residential care facilities and service flats throughout Belgium

o High quality customized care

o Respect for the privacy and autonomy of residents

Innovative projects

• Topshake

• Dementia app Prisma

➔ In consultation with staff, residents and their families

Digitization projects

Soulo

Nanogrid

Pyxicare

Soulo

• Digitized life stories provide leads for employee-oriented care

• Objectives:

• Increase wellbeing of residents

• Strenghten ties between residents andcaregivers

• Increase job satisfaction of staff

NanoGrid

• Power Management System for compatnies withmultiple locations

• Energy consumption mapping

• Energy profile is constantly being improved

• Make energy costs/expenditures smarter

• Minimize waste

Pyxicare

• Mobile platform

• Customized care plan

• Supports interRAI-instruments

• Constant evaluation: provide a total view of health needs

• Support caregivers

• Individual possibilities of the residents

• A clearer problem description

• Work more efficiently

Advantages Pyxicare

• User-friendly and visually attractive

• Always available, also offline

• Available on a tablet, close to the client

• Fast and easy registration

• Interface with care records, no double registrations

• All care professions can log on

• Multidisciplinary cooperation possible

• Deriving comprehensive data

• Data export for own backup and analysis

Electronic front office

Flanders Innovation and Entrepreneurship

• Contact point for entrepreneurs and businesses in Flanders.

• Provides information and advice, also for foreign investors.

• Hands out subsidies for training, investments, R&D.

• Cluster policy to improve collaboration between companies.

Electronic front office

• About the electronic front office for entrepreneurs• www.vlaanderenonderneemt.be• Single point of contact since September 2018• Log-in on portal website (app, eID) → “only once” principle• Functionalities → “no wrong door” principle

• “Status of ongoing applications” (deadlines, decisions)• “Apply now”• “My enterprises”

• Beta-version• eBox• Tailor-made overview of potential subsidies• Involve other governmental departments/agencies

CAO 39

Case: SANOMA

Employee sharing

Job sharing

Interim management

ICT basedmobile work

Voucher-basedmobile work

Portfolio work

Crowdemployment

Collaborativeemployment

Social security

Health and Safetypolicy

Income/wage

Extra Legal Advantages

Flexibility vs loss of control

Work-life balance

Workload

Work schedules

Upgrading skills/education

Career development

Risk/dependency

Autonomy

Integration team/organsation

Representation

Non Standard WorkIncreasing Diversity

+ Variable Workingconditions/legal status

…

A major principle to create win win

Socialsecurityrights

Collectiverights

Individualrights

- Create participation/representationfor all employees

Representation

Collective labor agreement (CAO) CAO nr 39:

• Before implementing new technology• >= 3 months• Works council/Committee Safety and

Protection at Work

CAO39: information and consultation of the

employees about effects on:

Economic, financial and technicalreasons for the innovative investment

----------> perspectives

CAO39: information and consultation of the employees

about effects on:

- Date of entry into force

CAO39: information and consultation of the employees

about effects on:

- Social consequenses

CAO39: Points of improvement

Increase the range:- Education/training plans- Transitionplan

CaseSocial security

Health and Safetypolicy

Income/wage

Extra Legal Advantages

Flexibility vs loss of control

Work-life balance

Workload

Work schedules

Upgrading skills/education

Career development

Risk/dependency

Autonomy

Integration team/organsation

Representation

…

Positive effects

Flanders Cluster Policy

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Cluster policy : ambition

➢ Goal: Unlock untapped economic potential and increase competitiveness of companies in Flandersthrough an active and sustained collaboration between all actors

➢ clusters ▪ can contribute to solving societal challenges▪ are expected to achieve concrete results▪ economic value is defined as investments, job creation,

increased export, cost reductions,…▪ will replace existing competence centers and smaller actions,

and will be complementary to the Strategic Research Centers (imec+iMinds, VIB, VITO, Flanders MAKE)

Flanders cluster program

Characteristics

▪ companies in “driver’s seat”

▪ a strong focus on active collaboration in all activities

▪ clear goals and clear competitiveness program to reach goals

▪ knowledge creation as a means to result in increased competitiveness and economic value creation

▪ clear (financial) commitment from the companies

▪ clusters are bottom-up initiatives

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Cluster support scheme

Spearhead clusters (6)

Innovative business networks (14 +6)

• Cluster organisation as facilitator

• Removal of obstacles for growth

• Activities along the innovation spectrum (all TRL-levels)

• Initiate collaboration inside and outside clusterStrategic domain Bottom up

Ambitious, large scale Smaller scale

Long term vision – intermediate results Short term results

Triple helix (comp, KI, gov) All relevant actors, focus on businesses

Contract based on comp. progr. Contract based on action plan

Commitment of all partners in clusterpact

Max 10j, max 500 k€/y funding Max 3j, max 150 k€/y funding

50% private investment 50% private investment

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Catalisti – cluster for sustainable chemistry

SIM – Materials innovation

VIL – Smart Logistics

FLUX50 – Smart Energy region

Flanders’ FOOD – cluster for agrofood

Blue Cluster – Maritime and Marine Industry

Spearhead Clusters

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Groen Licht Vlaanderen - Netwerk voor digitalisering en duurzame

geconnecteerde LED verlichting

Aicargo Belgium - Netwerk voor luchtvrachtsector

EUKA - Netwerk voor drone aanbieders en gebruikers

FLAG - Netwerk voor luchtvaartindustrie

Flanders Bike Valley - Netwerk voor fietsindustrie

Smart Digital Farming - Netwerk voor digitale toepassingen in de landbouw

B-HIVE - Netwerk voor fintechsector

Innovative business networks

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Bouwindustrialisatie - Netwerk for industrialisation of building sector

BIM - Netwerk for building information models

Offshore Energie - Netwerk for offshore energy companies (wind, golfslag, getijden)

Power to Gas - Netwerk hydrogen applications

Innovative Coatings - Netwerk for coating industry

Composieten - Netwerk for composite industry

Digitising Manufacturing - Netwerk for digitalisation in the industry

Innovative business networks

Why do clusters matter?

EU counts 150 ‘world-class’ clusters • employment• size• focus• Specialisation

38% of European jobs are based in such regional strongholds

European Cluster Excellence Scoreboard 2010-2013• for a number of selected emerging industries and regions• 33.3 % of firms in clusters showed employment growth superior to 10%• as opposed to only 18.2% of firms outside clusters.

SME participation in clusters • more innovation• more growth

Clusters in the EU

Groups of specialised enterprises and related supporting actors that cooperate closely together in a particular location• Cross-sectoral or global value chain• Important role for knowledge and research

Advantages in working together• Be more innovative• Create more jobs• Register more international trademarks and patents

+/- 2000 statistical clusters in EU

Success factors for cluster development

Strong networking partnerships with 'natural leaders'

R&D&I linked to their marketing

Human capital

Physical infrastructure

Large and small companies (mix of LC and SME’s)

Public-private funding

Cluster organisation service portfolio