Le programme Interreg III BioValley

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Copenhagen Seminar 7 July 2005 Dr. Beat E.
Glatthaar BioValley Interreg III Coordinator for
Switzerland
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(No Transcript)
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Life Science Hotspots in Switzerland
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BioValley The Network

• About 250 Life Sciences Companies (including
  Pharma und Biotechnology)
• Many Providers of Services
• Medtech Companies
• Universities and Research Institutions
• Technology Transfer Offices
• Innovation Centers and Parks
• Banks, Venture Funds, Private Equity
  Organisations
• Economic Promotion Agencies

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Life Science Companies in BioValley
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Universities in the BioValley area
Université Louis Pasteur Strasbourg 17,000
students Université de Haute-Alsace Colmar
and Mulhouse 8,000 students
Universität Freiburg 19,500 students Fachhochsc
hule Offenburg 2,000 Universität Konstanz
8,000 students Berufsakademie Lörrach 1,000
students
Universität Basel over 8,000 students Fachhochsch
ule beider Basel / University of applied
sciences Basel
FHBB
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Overview of the tri-national competence profile
of BioValley
Current Competence Profile of BioValley
Potential Future Stars of BioValley

• Nanotechnology
• in Life Sciences
• Systems Biology

• Immunology
• Agro/Food
• Oncology/ cancer
• Neurosciences
• Infect. Diseases
• Drug Delivery

Biobusiness Bioscience
Uni Freiburg
Uni Basel
Uni Strasbourg

• Tissue Engineering
• Nano- Technologies
• Plant Biotechnology
• Systems Biology

• Nano- Sciences
• Systems Biology

• Drug Discovery
• Systems Biology

Enabling Technologies
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INTERREG III A Oberrhein Mitte-Süd / Rhin
Supérieur Centre-Sud
BioValley Interreg III Program
Total costs of the program 2.382.500
Program realization October 2002
until end of 2005 Project theme
BioValley from network to trinational
Biotech-Cluster
Establishment of a transnational European life
sciences cluster on the upper Rhine with the aim
to lead the BioValley-Initiative into a
self-sustaining organisation
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Main Aims of BioValley

• To remain the most attractive and successful
  European Life Science Region (Biotech Cluster)
• Support of existing an newly founded companies
• Help to found new enterprises (Start-Ups)
• Technology Transfer
• Promotion of new alliances with international
  partners (e.g. through Partnering
  Congresses)
• Connecting the players in the Life Sciences
• Establishment of self-sustainability

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Question 1 Why Cross-border Collaboration in
BioValley?

• Vision of silicon valley to be realized in the
  life sciences
• History of open borders
• Favourable location in the center of Europe
• Complementary economic conditions

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Question 2 Exploitation of Opportunities?

• Availability of professionals
• Common workforce
• Presence of expertise
• Joint university curriculae
• Rich international culture

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Question 3 Barriers and Problems?

• Switzerland not being a member of the EU
• National borders still existing
• Legislation differs in the 3 countries
• The powers of political authorities vary strongly
• Funding of BioValley cluster management after
  Interreg

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Points of criticism about in
different aspects identified in the study and our
experiences

• STRATEGY / MISSION
• Unclear overall strategy and goals
• Poor visibility of work
• No momentum to promote trinationality
• No uniform picture

• STRUCTURE / ORGANISATION
• Complex structure
• Too much internal, national activities
• Differences in national organisations
• No political backing

• BENEFITS / VALUE ADD
• No clear value add for companies
• Too much unfocussed information
• Unfocussed and mainly national networking

• SERVICES
• No one-stop shop
• Overlap to existing services in the region
• No customized services for members

BioValleys problems are largely due to the
complex structure and the national character of
its services and networking efforts.
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Question 4 Value-added of trinational BioValley?

• BioValley trademark and logo enjoy global
  recognition
• BioValleys perceived position as a prime life
  sciences cluster is high
• A common culture has emerged
• Trinational communication networks have been
  built
• Synergies between the various players have
  contributed to the generation of jobs
• BioValley has a high value as a tool for economic
  promotion

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Question 4 Value-added of trinational BioValley?

• BioValley trademark and logo enjoy global
  recognition
• The trademark and logo were created at the
  inception of BioValley 10 years ago and have
  since been promoted (also with the support of
  Interreg II and III) and used extensively
• - at international conferences and fairs
• - in advertisements and reports in the most
  important scientific
• journals e.g. Nature and Science
• - by economic promotion agencies of the 3
  countries
• - by the constituency of BioValley
• Trademark and logo are protected in Europe

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Question 4 Value-added of trinational BioValley?

• 2. BioValleys perceived position as a prime life
  sciences cluster is high
• Due to the presence of many global players in
  the life sciences, some of whom have their global
  headquarters in Basel including
• - Novartis
• - Roche
• - Syngenta
• - Clariant
• - Ciba Specialty Chemicals
• - Actelion
• - Bayer OTC
• BioValley has a high recognition factor.

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Question 4 Value-added of trinational BioValley?

• 3. A common culture has emerged
• People living in BioValley have a strong feeling
  of being at home in an area where
• - the standards of living are high
• - the long history is reflected in the landscape
  and its cities
• - there is a rich cultural life
• - there is a high degree of identification with
  its most prosperous
• industry, the life sciences

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Question 4 Value-added of trinational BioValley?

• 4. Trinational communication networks have been
  built
• Authorities on all levels of government in the 3
  countries have worked together on many areas of
  mutual interest
• - BioValley Interreg II allowed to set up
  networks in life sciences
• - BioValley Interreg III established a
  scientific network among
• its universities which is in the process of
  being extended

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Question 4 Value-added of trinational BioValley?

• 5. Synergies between the various players have
  contributed to the generation of jobs
• - The global players in BioValley gave rise to a
  large number of
• spin-offs and start-ups many of which work
  together and also
• with their parent companies
• - These in turn spurred the expansion of
  service, supporting and
• consulting companies

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Question 4 Value-added of trinational BioValley?

• 6. has a high value as a tool
  for economic promotion
• Trademark and logo of BioValley are extensively
  used by the economic promotion agencies of the 3
  countries
• Bayer relocated the world headquarters of ist
  OTC business to Basel, creating many new jobs

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Question 5 Lessons of BioValley?

• Cross-border collaboration works
• Bringing together 3 small neighbouring regions
  generates critical mass
• Synergies can always be found
• The identification with a common idea is a high
  motivator
• The economic advantage of working together is
  obvious

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Key Learnings from the Benchmarking with Dortmund
and Medicon Valley demonstrate areas of
improvement for BioValley

• STRATEGY / MISSION
• Active network management
• Facilitator of vision for the cluster
• Enabler of knowlegde sharing

• STRUCTURE / ORGANISATION
• Easy structure, highly visible
• No overlap in competencies, collaborative
  relationships
• Broadly supported by all relevant stakeholders,
  strong representative

• SERVICES
• Information brokerage
• Focussed networking events (B2B, B2S)
• Supporting expert network

• BENEFITS / VALUE ADD
• In-depth know how of cluster resources
• Targeted and focused networking events
• Educational programe
• Promotion of competences
• Managed expert network

The three BioValley organisations fulfilled not
all, but at least several of these requirements
on a national, but hardly on a trinational scale.
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Structure and tasks of the new tri-national
BioValley following the formula 111gt3
Economic Development Agencies

• Outside marketing of the region

Site-specific tasks
Members-specific tasks
Additional Services
Universities, Industry associations

• Cluster networking, expert network
• Information brokerage
• Communication, events
• Promotion of strengths by supporting relevant
  projects

• Business Development Support
• Information brokerage

• Events
• Shared Services (e.g. procurement)
• Outsourcing
• Infrastructure

• Tech transfer (nat. differences)

Finance / Funding

• Support through national institutions due to
  national differences

TRINATIONAL BIOVALLEY PLATFORM (TriBioM) (Industry
, Politics, Regional Economic Development,
Universities)
Expert Network (Existing resources along the
value chain in BioValley)
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The trinational collaboration brings BioValley
up to par with the top regions in Europe

• To play among the future top regions ...
• Critical overall mass is needed
• Active cluster management will be beneficial
• International exchange and collaboration will
  become more and more important
• Awareness of specific cluster strengths is
  desirable to enable active management
• Targeted promotion of competences to enable
  cluster-internal collaborations in order to
  achieve the status of excellence should be on
  the agenda
• Strong university research is a prerequisite
• Proximity to big companies is always beneficial

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250

• Biotech Hot Spots in Europe

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Medicon Valley
120
160
275
34
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21
Cambridge
157
Berlin
Amster- dam
BioValley Regions
12
10
München
115
92
91
BioValley
F
CH
D
Life Science Firms Research Institutions
Taken together BioValley has excellent
prerequisites, but has come to the point where
specific trinational strengths need to be further
supported.