Enhancing internationalization and innovation capacity through effective cooperation partnerships. Antonis FYSEKIDIS Innovation and Smart Specialisation Strategies expert -Centre for Regional and International STI Studies and Support ‘CeRISS’ – Astana, Kazakhstan IX Innovation Congress ‘Role of Innovations in the Second Five-years Industrialization Programme’ Astana Economic Forum 2014

The importance of cooperation for innovation International linkages are critical for innovation because they provide powerful learning opportunities and support innovation. By pooling competencies (e.g. through technological cooperation between firms), international linkages can allow overcoming barriers such as deficiencies in funding, management resources and technological competencies. International linkages can also benefit innovative businesses through technology and knowledge transfer, skills enhancement, and facilitating access to foreign markets. OECD Science, Technology and Industry Outlook 2012 For the scope of this presentation the case of Enterprise Europe Network and the European Technology Platforms will be discussed

The case of Enterprise Europe Network (EEN): Created in 2008,In its current form brings together more than 600 host organisations set in 100 consortia in 52 countries. The EEN host partners are active organisations in business and innovation support. The cover a broad range from Chambers of Commerce and Industry, Technology Transfer Organisations, Regional Development Agencies, Technology Parks to IPR agencies and export organisations. Mission Statement: “We are the world's largest network connecting business to Europe. We help companies to improve and innovate through partnersh ip, information and expert advice.” Current Call from Proposals for EEN consortia in the new programming period

Enterprise Europe Network services : Provision of information and advisory services on EU initiatives and law; Support for the enhancement of management capacities to increase the competitiveness of SMEs; including coaching and mentoring schemes; Support aimed at improving SMEs’ access to finance; Measures to increase SME access to energy efficiency, climate and environmental expertise; Promotion of EU funding programmes and financial instruments (including the Horizon 2020 in cooperation with NCPs and the Structural Funds); Cross-border partnering activities for business cooperation, technology transfer, innovation and research; Specific actions in the context of innovation support services (Horizon2020); SME feedback; Promotion of Network services, Network building and communication activities

The case of European Technology Platforms (ETPs) : Industry-led stakeholder fora that develop short to long-term research and innovation agendas and roadmaps for action at EU and national level to be supported by both private and public funding. The European Commission does not own or manage European Technology Platforms, which are independent organisations aiming at a holistic view by: developing strategies and provide a coherent business-focused analysis of research and innovation bottlenecks and opportunities related to societal challenges and industrial leadership actions mobilising industry and other stakeholders to work in partnership and deliver on agreed priorities sharing information and enable knowledge transfer to a wide range of stakeholders.

Cooperation possibilities between ETPs and actors from non-EU Countries International cooperation can add significant value to European Technology Platform activities. Its appropriateness is dependent on the particular issues addressed by individual platforms and its extent is therefore decided on a case-by-case basis. Recent example: In October 2013 Huawei, the global information and communications technology (ICT) solutions provider, elected to a member of the Steering Board of the new European Technology Platform (ETP) Net!Works/ISI. ‘Identifying opportunities for international cooperation and developing the necessary understanding to facilitate future collaboration’ is now considered a core activity of the ETPs (Commission Strategy for ETPs 2020, July 2013)

How KZ enterprises could be benefited from Networking: Information on EU legislation in order to raise their exports having access to the Single Market. Access to cooperation possibilities in EU programmes and business opportunities Technical assistance and consultancy on internationalization strategies towards the EU’s single market. Dissemination of best practices, innovative ideas,methods Cooperation with the Network entails the introduction of innovative projects with strong transnational impact. Exchange of information and experience, ideas, strategies and activities, new approaches and models

What RTDI Networking will bring to KZ business and innovation support actors ? Clear added values: increases visibility, facilitates matchmaking, partnering and dissemination of new best practices It will assist the integration of KZ less connected institutions and actors into European and international networks. It facilitates capacity building as it will lead to improved capabilities of the actors and will enhance their mobility. It will ensure stronger coordination of KZ actors with multidisciplinary and multilayer administrative responses. It also includes an important external dimension as it entails increased presence.

Key factors for successful cooperation: Considering such cooperation as a key element of the national research and business strategy in Kazakhstan Strengthening the synergies between all relevant administrative levels and structures in KZ Actively participate to the Networks’ and Platforms’ life and encourage the continuous training of the staff in Kazakhstan in order to become more familiar with EU processes Increasing the level of networking between the Kazakh organisations and enterprises.

Promotion of Innovation in the IncoNet for Central Asia Useful experience including cooperation with EEN, ETPs and other relevant EU schemes in : promoting Innovation in the CA countries in order to create synergies between relevant stakeholders in the EU MS/AC and CA; identifying and sharing good practices in order to foster public-private partnerships; organizing activities to bridge the gap between public and private innovation actors and for the dissemination/exploitation of research results; providing training to local innovation agencies

The road ahead: Governments everywhere are more aware of the need to support clusters and networks because of their innovative potential, their collective efficiency, and their increasing share in business activities. OECD and World Bank innovation policy platform Thank you - Рақмет. Antonis FYSEKIDIS Innovation and Smart Specialisation Strategies expert -Centre for Regional and International STI Studies and Support ‘CeRISS’