1. STRATINC Interreg III C: Tenerife meeting Knut Halvorsen Manager Oslo Teknopol IKS 7th and 8 th April 2005 The Oslo Biotech Cluster

2. Background High indirect independency on petroleum (”Kuwait” economy) Science based region (50% of Norways R&D) Low innovation rate (2 – 3% from R&D)

4. The process – RITTS RITTS – Negotiations: Fall 1998 Stage 0: Through 1999: Concensus Stage 1: Though 2000 : Analysis Stage 2: First half 2001: Implementation Result: June 2001: Final report Methodology: Internal and external experts Organisation: Integrated in the main decision structure in the region.

5. Defintion: Technopole « Supporting a territorial development policy based on innovation, a technopole favours cross-fertilisation. Creation of innovative activities, animation and networking of competences, territorial marketing, are the components of the technopolitan dynamics » (France Technopoles Entreprises Innovation)

6. Oslo Teknopol - organisation Owned by Oslo and County of Akershus 13 employees (social sciences) Budget of NOK 16 mill. Theoretical approach: Clusters Strategy: Technopole Methodology: Governance Vision: Oslo Teknopol shall – in cooperation with others – work towards making the Osloregion one of the most innovative regions in Europa by 2010.

8. The strategies: ”Bottom up” and Clusters Martime, Energy and Environment ICT Life Science, Art and Design

9. Life science Maritime Art, design, film & architecture Energy & environmental technology Information & communication technology Clusters, interfaces and facilitators TTO Innovation companies Innovation networks Reasearch Parks & incubators

10. Life Science in the Oslo region – key players Symbols: Universities/higher education insitutions: 3 University hospitals: 5 Resarch instiutions including Centres of Excellence: 10 Science Parks: 2 Commercial inst: 3 Companies: 1 157 Regional networks: 3 Norwegian Bioindustry Association Medcoast Scandinavia Oslo/Göteborg Medicon Valley Stockholm/Copenhagen

11. 4. Life science Leder: Professor Kaare Norum MedCoast ScandinaviaOptiNose AS Glaxo Smith KlineClavis Pharma Astra ZenecaDynal Biotech ASA GE – Vingmed UltrasoundGenoMar ASA Biomedisinsk InnovasjonDag Dvergsten AS Birkeland InnovasjonPubGene Bioteknologisenteret i OsloInteragon Norges VetrinærhøgskoleSim Surgery Høgskolen i Akershus Radiumhospitalets Forskningsstifelse Fondsfinans OT ved Knut Halvorsen og Therese HolmThorvaldsen

12. Summary, challenges to be discussed Complex institutional structure Non codified knowledge Do not share core business ideas Trust (F2F meetings) PSIPs is one of many tools.