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AAL

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Title: AAL


1
CAREERING TOWARDS THE KNOWLEDGE SOCIETY
Are business Academia geared up to provide a
future for high level researchers in Ireland?
9am - 2pm 30th November 2005 The Helix, DCU,
Dublin 9
2
PROF. FERDINAND VON PRONDZYNSKI
President of IUA, President of DCU
Welcome to the Conference
3
MR MICHEÁL MARTIN T.D
Minister for Enterprise, Trade Employment
Opening Address
4
DAMIEN CLANCY
Managing Director, Aughinish Alumina
Strategic Development of RD Links with Academia
5
Sustainable RD Investment for Sustainable
Research Careers
  • Damien Clancy MD
  • Aughinish Alumina Ltd

6
Aughinish Alumina
  • Located 25 miles west of Limerick City on the
    Shannon Estuary
  • Large Heavy Chemical Plant
  • Complex and highly integrated process
  • Completed expansion to 1.8Mtpa of Alumina
    (Aluminium Oxide) in 2005
  • Operating in a commodity industry which is very
    competitive, cost driven with little or no
    product differentiation.

Aughinish
7
Company Strategy
  • Objective To maintain margin
  • In achieving this we must be productive and
    efficient
  • 3 Fold
  • Manage Environmental and Energy Costs
  • Increase production to reduce fixed costs and
    overheads
  • Position RD to protect the operation in the
    medium term

8
RD History
  • Pre -1999
  • Directed and carried out by ALCAN off-shore in
    laboratories in Canada and in the UK
  • Post -1999
  • RD Vacuum
  • Decreased dependence on ALCAN
  • Sourced new RD providers
  • Developed our RD Management Capability

9
RD Strategy
University of Limerick
  • To use a small number of world-class RD
    institutions to provide Aughinish with innovative
    solutions in line with the companys business
    strategy
  • Australia
  • World Class Refineries
  • World Class Research

10
Collaboration with University of Limerick
Internationally recognised Alumina Process
Research Centre
Capital Infrastructure Investment
Marie Curie Programme
Collaborative Agreement 5.2 million over 4
years Programme Focused Knowledge Retention
Low Key activity in a number of
Areas Structures put in place
Little RD Control
2002
2003
2004
1999
2005
2006
2007
11
No of Researchers funded by Aughinish at UL
12
Aughinishs RD Providers
  • UL
  • Close by
  • World Class Facilities
  • Academic Staff
  • Very experienced in our sub processes
  • Willingness and interest
  • Government and EU Funding
  • Australia
  • Very knowledgeable on Alumina Refinery Processes
  • Developed expertise over past 20 years with
    Industry support
  • Excellent Facilities
  • History of Industry Collaboration
  • Keen understanding of Industry and its needs
  • Very forward thinking

AAL encouraging the development of links between
groups through Practical means. Increases and
broadens the experience of researchers
13
Our Collaborative Model
  • 2003 signed a 4 year Collaborative Agreement with
    UL worth 5.2 million
  • Moved towards Programme Based RD
  • Building RD groups around a particular area of
    expertise, e.g.
  • Crystallisation
  • Computional Fluid Dynamics
  • Committed Funding over a longer period
  • Continuity
  • Build up core expertise
  • Retention of knowledge and skills
  • Very suitable for training of new researchers
  • Use the group to research on specific projects
    with a close link back into Industrial
    Organisation
  • Access to laboratories
  • Access to experience technical staff
  • Industrial experience for researcher
  • Encourage synergies between RD groups
  • Link UL to other RD institutions world-wide that
    have applicable experience
  • Bring the experts in the field to UL through an
    annual conference
  • Generate Contacts
  • New techniques

14
Structure of Relationship
Bi Annual Updates To CEOs
  • Collaborative Agreement
  • A High Level view of how the 2
    organisations do business together
  • Project Agreement (Very Important)
  • Project needs to function on a Business
    Framework not an academic one.
  • Needs of the Researcher also addressed

15
Return on Investment
  • No short term gains
  • Takes about 2 years for results to flow
  • Very confident about the long term potential to
    generate a high rate of return
  • Using Public funding programmes to reduce risk
    and parallel / accelerate research activities

16
Collaborative RD Funding An Industry
Perspective
  • Very good support on the ground
  • Industry Liaison at University level
  • CHIU
  • Very good facilities
  • Access to large scale European Research
    Facilities to complement UL laboratories
  • BUT
  • A recognition by all that University Industry
    Collaboration is a key means of economic
    development
  • A more co-coordinated strategy through 1
    government agency
  • An array of government bodies involved often with
    different objectives

17
Our experience of Collaborative RD
  • A Partnership but unlike regular commercial
    relationships
  • Develop synergies between technical disciplines
  • Academic structures often make this difficult
  • Be conscious of the needs of the Researcher
  • Publication, publication, publication
  • Some freedom in the research is needed, you are
    employing a skilled scientist or engineer not a
    technician.
  • Think long term
  • Examine the Australian model of Co-operative
    Research Centres
  • Longer term funding models pulling industry and
    research institutions together.
  • 3 year project based model is too short for
    researcher career development and quality of
    research may be suffering.

18
DR. MARY MURPHY
Toxicology Manager, Remedi, NUI Galway
Experience of International Career Mobility
19
An Experience of International and Intersectoral
Career Mobility
  • Mary Murphy, PhD

20
Traditional Academic Scientist Career Format
  • Independent isolated laboratory
  • Leadership centers around individual PI
  • Small university departments devoted to a single
    discipline
  • Substantial teaching commitments
  • Individual investigator grant support for
    research
  • Early tenure
  • Expects to remain for life
  • Main reporting structure includes grant
    applications and peer-reviewed publications

21
Industry Scientist Career Format
  • Teambased approach
  • Role of individual scientist less important than
    the team
  • Crosses multiple disciplines
  • Heavy emphasis on strategic planning and project
    planning
  • Short reporting cycle (1 month)
  • Constant appraisal and reassessment
  • Frequent changes in direction
  • Subject to remote commercial pressures

22
The Academic Laboratory
  • Under full control of PI
  • Informal
  • Written laboratory notebooks
  • Frequent public disclosure at conferences, in
    theses and abstracts
  • Poor appreciation of the value of IP
  • Little attention to Standard Operating Protocols
  • Little attention to monthly reports
  • Hands-off approach by senior management
  • No application of Good Laboratory Practice
  • Often poor safety standards

23
The Industrial Laboratory
  • Matrix management, multiple reporting structures
  • Highly organised
  • Document control systems
  • Strong emphasis on protection of IP
  • Public disclosure only after patent filing
  • All procedures defined by Standard Operating
    Protocols
  • Multiple written reports (at least monthly)
  • Full compliance with GLP necessary
  • Strong emphasis on safety

24
University-Industry Partnership
  • Many scientists now move between industry and
    academia
  • University research must have industry relevance
    (SFI, IDA)
  • Traditional university department structure less
    relevant
  • Centre-like behaviour
  • Economic development depends on research having
    some industrial relevance
  • New metrics include patents filed,
    commercialization activities based on spin-off
    enterprise and technology licensing
  • Technology Transfer Office more relevant

25
International and Intersectoral
26
Academic Research Experience
  • Ireland
  • Small research groups
  • Little exposure to other research strands or
    collaborative research
  • Few post-doctoral researchers
  • Specific projects with limited development of
    skills
  • Few opportunities to develop presentation or
    report writing skills
  • Little input by clinicians

27
Academic Research Experience
  • US
  • Clustered research
  • Groups with broad range of skills
  • High proportion of postdoctoral researchers
  • Greater emphasis on presentations
  • Strong involvement of clinicians

28
Industrial Research Experience
  • Stem cell company start-up
  • Multi-tasking
  • Project-oriented with multidisciplinary group
  • Research
  • Quality assay development
  • Pre-clinical development
  • Regulatory submissions
  • Strong emphasis on IP but also publications and
    conference presentations
  • Grant-writing enabled and encouraged

29
Regenerative Medicine Institute (REMEDI)
  • Located at NUI, Galway and UCHG
  • Funded under SFI campus-industry partnership
    Centres for Science Engineering and Technology
    (CSET) programme
  • Vision
  • To develop a new and realisable paradigm for
    medicine in the future utilising minimally
    invasive therapeutic approaches to promote organ
    and tissue repair and regeneration rather than
    replacement
  • Stem cell and gene therapy

30
Bone Marrow Stem Cells
31
Stem Cell
32
REMEDI Programmes in Stem Cell Biology
  • Adult stem cells
  • Bone marrow
  • Adult peripheral blood
  • Cardiac stem cells
  • Umbilical cord blood
  • Adipose Tissue
  • Stem Cell Proteomics and Phage Display
  • Stem Cell Genomics
  • Transcription factors
  • Regulation of Differentiation
  • Stem cells in disease
  • Osteoarthritis
  • Type 1 diabetes

33
Target Research Areas in Stem Cell and Gene
Therapy
  • Cardiovascular diseases
  • Orthopaedic diseases
  • Pulmonary diseases
  • Neurological diseases
  • Basic stem cell biology
  • Gene vector development

34
REMEDI Partners
  • Medtronic
  • Cardiovascular diseases
  • Charles River BioLabs
  • Animal models of human disease

35
Regenerative Medicine Institute
Gene Therapy
Adult Stem Cell Therapy
Genomics
Basic Research
Immunology
Proteomics
Toxicology/Preclinical Testing
GMP Manufacturing
Clinical Development
Commercialization
36
Industry Partnerships and Knowledge Transfer at
REMEDI
  • Full partner involvement in drawing up research
    programme plans
  • Clear reporting structures
  • Involvement of the industry partners in REMEDI
    management activities
  • Quarterly detailed progress reports
  • Regular visits of REMEDI Directors to partner
    headquarters and vice versa
  • Partner membership of the REMEDI IP Advisory
    Committee and full access to information on
    invention disclosures and patent filings
  • Review of all manuscripts, abstracts, posters
    etc. prior to submission
  • A close and bilateral working relationship
    between REMEDI project scientists and partner
    scientists

37
RESEARCHER Skills for Industry
  • Skills that industry needs from researchers
    coming out of university
  • Broad skills base
  • Flexibility
  • Knowledge of GLP, GMP, Quality Issues
  • Understanding of Intellectual Property Issues
  • Knowledge of clinical trial design and regulatory
    issues
  • Good presentation skills to diverse audiences
  • Understanding of project-oriented management
  • Team-based
  • Deadline-oriented

38
Can Universities/Institutes meet this challenge?
  • More practical courses
  • Increase industrial placements
  • Team-based projects
  • Business modules in science degrees
  • IP
  • Project management techniques
  • Legal/regulatory affairs
  • Modules on clinical research strategies
  • Modules taught by industry leaders
  • Post-graduate entrepreneurial courses
  • Business writing courses

39
Universities/Institutes - Industry
  • Greater interaction/trust
  • Courses created after consultation
  • University/Industry/Clinicians
  • Constant feedback

40
BRENDAN OCALLAGHAN
Plant Manager, Tyco Healthcare
Sourcing Skilled Researchers for the
Pharmaceutical Industry
41
DR. CONOR LONG
Project Director, expertiseireland.com
expertiseireland.com A Gateway to Irelands
Knowledge Base
42
  • Conor Long - Project Director
  • Celia Gallagher - Project Manager

43
  • Expertiseireland.com is owned by IUA
  • Funded by InterTradeIreland

44
Knowledge holder
Knowledge user
45
Knowledge holder
Knowledge user
Academics Industrialists Consultants Media
Academics Industrialists Consultants Media
46
Knowledge holder
Knowledge user
Academics Industrialists Consultants Media
Academics Industrialists Consultants Media
47
  • expertiseireland.com
  • What is it?
  • Operational concept
  • Current status
  • Future developments

48
What is expertiseireland.com?
  • All island portal for expertise
  • Large database of professional output
  • Simple search tool
  • Information on funding opportunities (SME)
  • Technology transfer opportunities
  • Growing database of commercial expertise

49
Operational concept
  • Simple data collection
  • Minimal impact on data providers
  • Up-to-date data
  • Obvious benefits to all stakeholders

50
Data flow
UU
QUB
UCD TCD DCU NUIM DIT ITT
NUIG
UL
UCC
51
Current status
  • All universities, North and South of the border,
    DIT and ITT contributing expert profiles
  • Other ITs coming on stream
  • Over 4,000 profiles updated daily (50,000
    citations, 30,000 conference presentations)

52
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53
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54
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55
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56
Future developments
  • POP (project opportunities partnership) Search
  • Direct access to source material
  • Linkage to European expertise portal

57
Thanks
  • CHIU
  • InterTradeIreland
  • Dr Celia Gallagher

58
PANEL DISCUSSION
Damien Clancy Aughinish Alumina Dr. Mary
Murphy Remedi, NUI Galway Brendan OCallaghan
Tyco Healthcare
Chaired by Dr Jim Ryan, Circa Consulting Group
59
CAREERING TOWARDS THE KNOWLEDGE SOCIETY
Are business Academia geared up to provide a
future for high level researchers in Ireland?
30 Minute Coffee Break - Top Floor Foyer
60
PROF. KEVIN RYAN
Principal Investigator, ISERC, UL
Funding The Oil in the Wheels of Collaboration
61
University of LimerickOLLSCOIL LUIMNIGH
Business Academia LinkagesExamples of
Success Professor Kevin Ryan Careering Towards
the Knowledge Society IUA/IBEC 30 November
2005
62
Contents
  • ULs History (very brief)
  • Industry Business Interaction
  • Examples of Success
  • The ISERC CSET
  • Career and Salary Issues
  • Structural Issues
  • Summary

63
National Technological Park
  • Established 1984 by
  • Shannon Development
  • University of Limerick
  • Local agencies
  • Home to 90 organisations
  • Multinationals, RD entities, Irish tech.
    Companies, Campus Companies
  • Innovation centre

64
Industry Business Interaction
  • Cooperative education and graduate placement.
  • Lifelong Learning/Executive education.
  • Industrial Research Policy
  • Spin-Offs and FDI

65
Co-operative Education
  • Some 2,000 placements per year
  • Employer contribution of 19m p.a.
  • Network over 1,400 employer organisations.
  • 35 placements are international
  • 700 employers visit the campus annually
  • First point of contact with the University
    acquire and develop company intelligence.

66
Life-Long Learning and Executive Education
  • AUA (Atlantic University Alliance) Industry
    Education
  • MSc In Technology Management by Distance Learning
  • First tri-University Degree in Ireland UL,
    NUIG, UCC
  • Product innovation, technology transfer, RD
    processes, organisation process improvement,
    Leadership and Change Management
  • Indigenous FDI Companies
  • Approx 40 Students per cohort currently in 3rd
    Year

67
Life-Long Learning and Executive Education
  • ICBE Irish Centre for Business Excellence
  • The ICBE acts as a central information resource
    from which organisations gain knowledge, advice
    and support
  • Learning is facilitated through direct contact
    between member companies and through the sharing
    of best practices and benchmarking
  • SNS Supply Network Shannon
  • An Industry-led initiative aimed at Representing,
    Promoting, Developing and Connecting Together
    Sub-Supply companies in the Shannon Region

68
Industrial Research Policy
  • Focus on supporting development of a high tech
    indigenous sector.
  • Use of collaboration and mentor initiatives, TTI.
  • Research and IP licensing
  • Anchor current and future FDI.
  • research and IP licensing
  • Develop new high potential start-ups (HPSU).
  • Use campus company formations as preferred method
    of commercialisation, over licensing.

69
Spin-offs and FDI Some Examples
  • Piercom (Software Re-engineering Tools
    Services)
  • Arose from EU Funded Project (REDO) 89-94
  • Spun-off in 93 3 rounds of VC up to 99
  • Peaked at 45 employees
  • MBO and restructuring result in small, refocused
    company
  • QAD (FDI Californian ERP Software Supplier)
  • Attracted by Research (especially REDO Piercom)
    in 97
  • Established Software RD for EMEA on Natl. Tech.
    Park
  • Continuing research relationship with UL
  • Partner in ISERC in 05

70
  • Research spin-off from the Stokes Research
    Institute at University of Limerick.
  • 1 million in venture capital funding (Kernel
    Capital) September 05.
  • New cancer diagnostic equipment, based on
    analysis of the human genome.
  • Micro-fluidic Analysis System for cancer
    diagnosis.

71
  • Based on work carried out in the Interaction
    Design Centre at the University of Limerick
    (pre-incorporation stage).
  • Control digital parameters in multimedia
    applications with breath.
  • DAM (Domestic Asthma Management) games
  • Targeting youth market using mobile
    telecommunication.

72
Aughinish Alumina Relationship
  • To Date
  • Aughinish initiated - mid 2001
  • Needs driven from outset
  • Project Based clear goals and outputs.
  • Benefited from PRTLI Investment MSSI.
  • Use of Standard Draft Agreements.
  • Clear communications - Steering Committee.
  • 5.2m investment - October 2003

73
Irish Software Engineering Research Centre
  • SFI funded CSET 11.7m
  • Involving researchers from
  • University of Limerick
  • Dublin City University
  • Trinity College Dublin
  • University College Dublin

74
ISERC's Mission
  • To advance the state-of-the-art in strategic
    software engineering for specific application
    domains
  • ISERC will
  • produce domain focused, world class research
  • of industrial relevance
  • that gives Ireland Inc the maximum competitive
    advantage
  • Involves researchers moving between universities
    and industry

75
Industrial Partners
  • Aimware
  • Analog Devices (I)
  • Ashling Microsystems
  • Beaumont Hospital
  • Robert Bosch GmbH
  • IBM Ireland
  • Iona Technologies plc
  • Intel Ireland Ltd
  • Kugler Maag cie
  • Motorola Ireland
  • Piercom
  • QAD Ireland Ltd
  • Silicon Software Systems
  • eVolve Systems

76
Career and Salary Issues
  • Grade6 Admin recent graduate 33k 45k
  • University Lecturer (IoT higher!) 47k- 76k
  • Technician recent grad 34k 43k
  • PostDoc recent PhD 35k 50k
  • Research Fellow PhD Significant Achievement
    Independent Researcher 58k 73k
  • Not to mention permanency, pension etc.

77
Structural Issues
  • Value attached to experience
  • Of industry by academia
  • Of academic by industry
  • Limited long-term research until recently
  • One example Barry Macken
  • First Head of Electronics at NIHE Limerick 75
  • World-wide Head of Quality Analog Devices 95
  • First Director of (Academic) Quality UL 00

78
Summary
  • At UL
  • Industrial Collaboration is well established
  • Experience has been overwhelmingly positive
  • Academia and Industry mutually benefit
  • But obstacles remain to careering further
  • Must have a well-paid research career structure
  • Need clear and flexible incentive systems
  • Must have broader scorecard for advancement
  • Weve only just begun..

79
BRENDAN CREMEN
Director of Engineering, Xilinx
Opportunities for Post Graduates in the Irish
Electronics Industry
80
Post Graduate Opportunities in Irish Electronics
Brendan Cremen Director of Engineering Xilinx
Ireland November 2005
81
Semiconductor Market Size (End Market) by
iSuppli (CAGR 2004 - 2009 8)
Source iSuppli, Last Updated Q3 2005, Next
scheduled update Q1 2006
82
Consumers Currently Represent the Largest
Segment of the Semiconductor Industry
Source SIA and Morgan Stanley Research
83
Market Segments that offer High Growth
Large Future Markets
High Growth Markets
gt3Bn in 2009 Semiconductor Content
gt10 2004 to 2009 CAGR
Computing Desktop PCs Enterprise Servers Hard
Disk Drives DRAM Modules Wired LAN
Switches Wireless Mobile Handsets Digital
Cordless Phones Consumer Home Audio Color
TVs Digital Settop Boxes Digital Still
Cameras Auto Entertainment Power
Train Industrial Medical Electronics Manufacturing
Automation Semi Manufacturing Security
Systems Military Civil Aerospace
Computing PDAs Wired Routers SAN Switches SAN
HBAs xDSL DSLAM Optical WAN Wireless Wireless
Broadband Wireless LAN Auto Safety and
Control Telematics Body Electronics Sensors
Computing Laptop PCs PC Servers Flat Panel
Displays Wired Digital WAN Wireless Mobile Comm
Infrastructure Other Mobile Communications
Consumer MP3 Players Digital TVs DVD
Recorders Video Game Controllers Flash
Storage Consumer Appliances
Source iSuppli and Morgan Stanley Research
84
US Industry Employment Growth2002-2012
Source US Dept of Labor, Bureau of Labor Stats
85
Necessary success factors
  • Knowledge
  • Seed and venture capital business angels
  • Hosting infrastructure
  • Entrepreneurial environment
  • Constructive risk approach
  • Training/education infrastructure and programs
  • Inbound Marketing
  • Attractive reward systems
  • Theme driven clusters of companies

86
Close the Loop Fuel the Engine
  • Only the right combination of ALL elements can
    foster a successful regional development, based
    upon an increasingly knowledge based society
  • Government provides the initial fuel

Knowledge creation
Infrastructure
Training / Education
Venture capital
Entrepreneurship
Market knowledge
87
Research Pipeline
Research Programme
Industry Transfer Projects
Industry product development
Latency ?Throughput Hence long term
relationships necessary
88
Belgium Observation
  • Phase 1 Competence
  • Define goals
  • Build critical mass
  • Establish presence
  • Phase 2 Credibility
  • Recognition externally
  • Collaboration with other globally recognised
    leaders
  • Phase 3 Create Wealth
  • Spins-offs
  • Leverage for SME MNC

89
Requirement for Industry
  • Quality of personnel
  • Quality of research

90
Belgium Observation
  • Phase 1 Competence
  • Define goals
  • Build critical mass
  • Establish presence
  • Phase 2 Credibility
  • Recognition externally
  • Collaboration with other globally recognised
    leaders
  • Phase 3 Create Wealth
  • Spins-offs
  • Leverage for SME MNC

91
Competition
92
Semiconductor
  • 29 IC Design Companies
  • Infineon, Oki, Broadcom, Marvell, etc.
  • 17 Assembly Test Companies
  • AMD, Linear Tech, Micron, ISE Labs,
  • 14 Wafer Fabs
  • Includes latest US 3.6B UMC-Infineon 300mm
  • Subcon Services
  • burn-in, failure analysis labs, etc.
  • Others
  • Dupont Photomasks to invest US 50-70M over the
    next 5 years

93
(No Transcript)
94
In the past scientists saw the pursuit of money
as intellectually uninteresting. To do research
for industry was only for those who couldnt get
a university appointment
95
Post Graduate Opportunities in Irish Electronics
Brendan Cremen Director of Engineering Xilinx
Ireland November 2005
96
Semiconductor Market Size (End Market) by
iSuppli (CAGR 2004 - 2009 8)
Source iSuppli, Last Updated Q3 2005, Next
scheduled update Q1 2006
97
Consumers Currently Represent the Largest
Segment of the Semiconductor Industry
Source SIA and Morgan Stanley Research
98
Market Segments that offer High Growth
Large Future Markets
High Growth Markets
gt3Bn in 2009 Semiconductor Content
gt10 2004 to 2009 CAGR
Computing Desktop PCs Enterprise Servers Hard
Disk Drives DRAM Modules Wired LAN
Switches Wireless Mobile Handsets Digital
Cordless Phones Consumer Home Audio Color
TVs Digital Settop Boxes Digital Still
Cameras Auto Entertainment Power
Train Industrial Medical Electronics Manufacturing
Automation Semi Manufacturing Security
Systems Military Civil Aerospace
Computing PDAs Wired Routers SAN Switches SAN
HBAs xDSL DSLAM Optical WAN Wireless Wireless
Broadband Wireless LAN Auto Safety and
Control Telematics Body Electronics Sensors
Computing Laptop PCs PC Servers Flat Panel
Displays Wired Digital WAN Wireless Mobile Comm
Infrastructure Other Mobile Communications
Consumer MP3 Players Digital TVs DVD
Recorders Video Game Controllers Flash
Storage Consumer Appliances
Source iSuppli and Morgan Stanley Research
99
US Industry Employment Growth2002-2012
Source US Dept of Labor, Bureau of Labor Stats
100
Necessary success factors
  • Knowledge
  • Seed and venture capital business angels
  • Hosting infrastructure
  • Entrepreneurial environment
  • Constructive risk approach
  • Training/education infrastructure and programs
  • Inbound Marketing
  • Attractive reward systems
  • Theme driven clusters of companies

101
Close the Loop Fuel the Engine
  • Only the right combination of ALL elements can
    foster a successful regional development, based
    upon an increasingly knowledge based society
  • Government provides the initial fuel

Knowledge creation
Infrastructure
Training / Education
Venture capital
Entrepreneurship
Market knowledge
102
Research Pipeline
Research Programme
Industry Transfer Projects
Industry product development
Latency ?Throughput Hence long term
relationships necessary
103
Belgium Observation
  • Phase 1 Competence
  • Define goals
  • Build critical mass
  • Establish presence
  • Phase 2 Credibility
  • Recognition externally
  • Collaboration with other globally recognised
    leaders
  • Phase 3 Create Wealth
  • Spins-offs
  • Leverage for SME MNC

104
Requirement for Industry
  • Quality of personnel
  • Quality of research

105
Belgium Observation
  • Phase 1 Competence
  • Define goals
  • Build critical mass
  • Establish presence
  • Phase 2 Credibility
  • Recognition externally
  • Collaboration with other globally recognised
    leaders
  • Phase 3 Create Wealth
  • Spins-offs
  • Leverage for SME MNC

106
Competition
107
Semiconductor
  • 29 IC Design Companies
  • Infineon, Oki, Broadcom, Marvell, etc.
  • 17 Assembly Test Companies
  • AMD, Linear Tech, Micron, ISE Labs,
  • 14 Wafer Fabs
  • Includes latest US 3.6B UMC-Infineon 300mm
  • Subcon Services
  • burn-in, failure analysis labs, etc.
  • Others
  • Dupont Photomasks to invest US 50-70M over the
    next 5 years

108
(No Transcript)
109
In the past scientists saw the pursuit of money
as intellectually uninteresting. To do research
for industry was only for those who couldnt get
a university appointment
110
DR. COLM HARMON
Director, Geary Institute, UCD
Industry/Academia Relationships A Social
Science Perspective
111
Industry-Academia Relationships
  • A View from the Social Sciences

Professor Colm Harmon Director, UCD Geary
Institute
112
KEY MESSAGES
  • Question Is the intersection between academic
    excellence and excellence in design (and
    evaluation) of economic and social policy is not
    as developed as it should be?
  • Potential 'timebomb
  • The norm is increasingly doctoral level training
    in key areas of private and public sector
    employment in the US and Europe
  • Valuing these researchers and embedding them into
    the Irish (and European) knowledge economy is
    essential.
  • Industry can play a role in dealing with the
    challenges.

113
ACADEMIA PUBLIC POLICY A VIEW
  • Perception?
  • Interaction between policy and academia is not as
    well developed in Ireland
  • If true, not solely responsibility of academic
    community
  • Neither the supply or demand for research input
    into policy design processes is adequate.
  • This removes a key voice from the policy debate
    but more importantly means that the taxpayer may
    not be getting the value added from their
    investments made in ventures such as PRTLI.
  • We need to
  • Improve the supply side
  • Engage with major groups to change the demand
    for academic research

114
OTHER VIEWS.!
  • There was a time, when those who had an interest
    in policy making, would be given the same
    warning, as people who like sausages don't look
    too closely at how they are made. An Taoiseach,
    Bertie Ahern TD, February 2005.

Social science should be at the heart of
policymaking. We need a revolution in relations
between government and the social research
community we need social scientists to help
determine what works and why, and what types of
policy initiatives are likely to be the most
effective. UK Economic and Social Research
Council (ESRC) seminar in February 2002.
115
KEY CHALLENGES
  • Technology transfer understood as a concept to
    drive ongoing economic development.
  • We must capture the same concept for the social
    sciences
  • Replace patents with policy in key arguments.
  • Recent NESF/Geary Institute Conference in UCD -
    pressure points
  • Policy needs often inconsistent with academic
    processes (feasibility, short time lines etc)
  • Pressure on researchers to obtain the desired
    result
  • Academic researchers often weak at communicating
    findings in ways meaningful to policymakers.

116
UCD GEARY INSTITUTE
Education Labour Market
Corporate
Law Society
Innovation RD
Health
Research Community Senior and Junior
Research Infrastructure Data Archive IT
Informatics
  • Graduate Training
  • - PhD
  • Masters in Public Policy?

117
TARGET AUDIENCES
Senior government officials
Members of Oireachtas
Cabinet
KEY AUDIENCES
State agencies
Commentariat
Industry Leaders
Political advisory structures
Key media
118
FEEDING THIS FORWARD LABOUR MARKET
  • Graduate Training
  • Innovative ways that parallel natural sciences
  • Why?
  • Create a cadre of social science professionals
  • Multi-skilled, adaptable and innovative
    researchers who can approach problems from
    multiple perspectives
  • Better trained in methods than ever before
  • Equipped to map their training to application
  • Equipped to translate their ideas for media,
    non-specialists
  • Implications for policy development are immense
  • More analytical sophistication and better
    joined-up thinking
  • More imagination and more empathy for wider
    views.

119
THE CHANGING SCENE
  • Major human capital investments
  • Postdoctoral researchers
  • Visiting scholars
  • Visiting Doctoral Researchers
  • Research Programmes as Labs
  • Frontier methods of economic, social and legal
    investigation
  • Disciplines interact and challenge each other
    through joint projects, seminars and conferences
  • Promote interaction with society through
    engagement with business, the professions,
    government and the wider community founded on the
    credibility of the peer reviewed research process
  • Central role in training
  • Early Stage Training (EST) model
  • Post Masters formal training period
  • Apprentice model for the research period

120
An exampleSuccessful ageing
121
National Context -
  • Ireland has Europes youngest but most rapidly
    ageing population
  • Economic reality
  • Unique opportunity
  • Differences in social connections between urban
    and rural areas although isolation a problem
    throughout
  • 41 of those living alone in the population are
    over 65,
  • 20 are over 80, 25 of over 65s live alone
  • Little evidence of planning for this reality?
  • 86 of over 65s owner occupiers, 4 rent, 7
    social housing
  • Policy is directed at care in the community -
    about 13000 in permanent residential care (less
    than 3)

122
Research to Address the Issues
  • Research
  • SHARE-IRELAND
  • Peer reviewed research investment (IRCHSS, EU)
  • Multidisciplinary team
  • Policy
  • Government is accessible
  • Health service reforms are on agenda
  • Pension process under reform (PRSAs)
  • Housing policy and housing equity
  • Practice
  • Multiple agencies
  • Role for proposal to act as a hub to this
    community in terms of information, advocacy and
    delivery.

123
A ROLE FOR INDUSTRY?
  • Impact of the social science research agenda
    requires investment.
  • However the role of industry in funding this work
    is not as developed as with other fields of
    research
  • Concerns
  • Industry needs (profit!) inconsistent with
    independence.
  • Areas of research in the social sciences are
    sensitive
  • Can you separate research from sponsorship?
  • Can we get around these issues?
  • YES! Dynamics of Drinking Behaviour
  • Diageo Ireland
  • Multidisciplinary team
  • Investment from Diageo as seed capital for
    broader work.

124
Key Blocks for Industry Partnerships
125
PANEL DISCUSSION
Prof. Kevin Ryan ISERC, UL Brendan Cremen -
Xilinx Colm Harmon Geary Institute, UCD
Chaired by Dr Conor OCarroll, Head of
Research Office, IUA
126
BRENDAN BUTLER
Director, IBEC
Closing Comments
127
CAREERING TOWARDS THE KNOWLEDGE SOCIETY
Are business Academia geared up to provide a
future for high level researchers in Ireland?
Lunch Top Floor Foyer
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