1. Technology Transfer at INFN (Istituto Nazionale di Fisica Nucleare) Italy Massimo Caccia Universita ’ dell ’ Insubria at Como TTTF Workshop - CERN, July 2-3 2007

2.  The DELPHI detector at CERN (1986-2000)  SUCIMA [Silicon Ultrafast Cameras for electron and  sources In Medical Applications] - an EC FP5 project (2001-2004)  RAPSODI [Radiation Protection with Silicon Optoelectronic Devices & instruments ] - an EC FP6 project (2006-2008)  P-ILC: an INFN R&D project linked to the International Linear Collider (2006-2008) My scientific life in a nutshell

3. TT activities at INFN  a dedicated body [CNTF - Coordinamento Nazionale Trasferimento Tecnologico e Formazione Esterna] exists since October 1999 [I ’ m NOT part of it!]  main action lines: 1. Training (towards Universities and Company ’ s staff) 2. Cooperation Agreements with industries [a weak, not binding scheme meant as an exploratory action] 3. Research Contracts [a strong, binding scheme on a well defined action] 4. Service activities [access to INFN facilities and services] 5. ILO - Industrial Liason Office  A few [ILO] figures [Gentiloni-Salina: Impact of INFN Research Activity on Italian Industry - 2002; available at: http://server11.infn.it/ctt/Documenti/CVI_industrie1.PDF) Top 337 contractors (Total Budget  60 MEUR) Suppliers Innovation R&D High Tech Suppliers Innovation: based on pre-existing know-how R&D: generating NEW knowledge % companies with new products on the market resulting from INFN contracts

4. My own personal input to the Workshop  Technology vs. Know-how Transfer  Transfer should be towards the industrial world AND other scientific disciplines  Towards Industry: technology push vs. demand pull + service activities licensing vs. entrepreneurial activities vs. joint projects approach corporate companies or SME ’ s? regional, continental or world wide focus?  Towards other disciplines: profit from the EC-Framework Programs profit from the Uni. & Research Centers “ next door ”  Measuring and evaluating the Transfer process is a must The strategy and the instruments obviously depend on the objectives