1. R&D Clusters’ management and business model
POLIGHT experiences
ICMED seminar, Sevilla (E), October 26 2011

2. Born on 2009 , POLIGHT cluster accounts 130 enterprises
operating on Sustainable building and hydrogen technologies;
It’s a R&D cluster, main purpose is to foster the collaboration
among R&D centers and enterprises in developing innovative
technologies for the above mentioned markets;
Before being designated cluster manager, Environmnet Park
had a 10 years experience on technology transfer on those
two domain, operating with hundreds of local enterprises.
After a 3 year experience, an emerging exigency is to
strength transition to market of R&D outcomes and, in
general, a more close to market approach
Thus make necessary to individuate how cluster can operate
this mission
Being a common European Clusters’ need, cooperation at EU
level is suitable and necessary.

3. Whilst member's R&D activities are mainly funded by a
regional devoted programme (ERDF based) and others
national and EU’s ones, Cluster management is supported by
regional ERDF funds (up to 50%) , members fees and a co-
financement of Cluster Manager.
• In the next future less fund for
cluster management are expected
(ex. Germany and Belgium) = self 30%
sustainability
• Clusters shall be in the condition50%
to offer to their members useful
and reliable services, so to justify
higher membership’s fees 20%
• Those service offers shouldn't Own resources member's fees regional programme
reply similar ones offered by
actors such as consultants or
associations

4. Following some examples of services POLIGHT provides to
members, so far supported by regional co-financement for
cluster management, with some comments about enterprise
liking, overlapping with other actions and opening of
enterprise to pay the cluster extra costs for specific services
Technological and normative foresight
Anticipate to members information on evolution of directives or
local regulation, stimulus for new R&D actions to innovative
products and services . Building material , NZEB and energy
services EU Directives. Cluster provide medium term
anticipation on evolution, but SMEs do normally operate with
a short term one. Service is highly appreciated, but it’s a top –
down approach, scarce propensity to recognize fees for that.
Service provided by industrial association too.

5. Support internationalization and B2B networking
Operated in collaboration with Chamber of Commerce and
other agencies and association , is highly appreciated .
Require high investment and visibility. In particular links with
major enterprises that can be driver for SMEs technology
development . “De minimis” problem with EU funds even if
collective made.
Innovation Supply chain to Market
The idea is to create a coordinated offer of innovative solutions
for market On building means put together techs and product
providers, builders, design and finance, under a common
“brand” umbrella. POLIGHT is running an experience on
energy building retrofit. Necessary for cluster to have a role
in the chain to have recognized its service.

6. Support on technical solutions
Very appreciated service and high demand, an opening to pay
for that . In energy refurbishment , support to builders to
introduce innovative solution so to ensure a energy gain/cost
favorable ratio. It’s a matter of private actors too, but cluster
is appreciated because “third part” looks.
Interface with Public Authorities (Public procurement for
innovation, Smart Cities)
On building market public sector is highly important, and
sometimes SMEs think that cluster (being supported by
public) could be a bridge towards local authorities. And vice
versa , policies development needs a contact with innovative
business environments. It’s a typical cluster mission, but this
role often overlaps with other institution and is not fully
visible and recognized.

7. All examples represent opportunities to foster innovation to
market, final scope of Cluster Policies. Cluster can play a role
in this , but barriers exist, especially on visibility.
Even if market oriented services are fundamental for a full
exploitation of cluster’s mission, a complete turn towards a
“full market business model” would not be fully suitable.
Not all this services would be “extra paid” by SMEs for, but
are important inside innovation process (i.e. foresight,
interface with PA), and in these cases local or EU funding to
management will be necessary.
R&D programmes are key opportunities to create a synergies
among enterprises Innovation shall be the keywords to
differentiate Cluster’s identity and position.
An effort in increasing cluster managers competences and
capacities is a must. In particular for market driven activities.
International cooperation could play a major role, not just
best practices exchanges but common market activities too.

8. Grazie
Environment Park S.p.A.
Science and Technology Park for the
Environment
Via Livorno , 60 10144 Torino (I)
Massimo DA VIA’
massimo.davia@envipark.com