innovation2020.wien.gv.at Innovative Vienna 2020 Vienna’s Research, Technology and Innovation Strategy

Preface Mayor Michael Häupl Deputy Mayor Renate Brauner City Councillor of Finance, Economic Affairs and Vienna Public Utilities Vienna is a dynamic and modern city in the heart of Europe. Modern cities are innovative and bring their whole potential to bear in coming up with solutions for the urgent social problems of our time. Today, Vienna is not only a city of culture, but also a city of knowledge. It is therefore crucial for us to collabo­ rate with the excellent research institutions and universities we have in this city in charting an inno­ vative course into the future. The Innovative Vienna 2020 strategy makes a major contribution in this context. For a city such as Vienna, innovation is a key factor when it comes to safeguarding and expand­ ing employment opportunities and the high quality of living for everybody in Vienna, an effort from which our children and grandchildren stand to benefit. Vienna is a city alive with innovation and an excellent place to live, as numerous international rankings demonstrate. But Vienna is also an im­ portant and dynamic business location in many forward-looking areas such as ICT and life sciences. Especially when times are hard economically, it is absolutely essential to continue investing in the future. However, innovation does not refer only to technological progress, but also to progress in society. It is with this in mind that this strategy has been developed, a strategy that provides a perfect starting point for our work over the next years. Numerous experts have contributed to this strategy, and I would like to thank them all for their commitment. Photo credit: Ian Ehm Photo credit: PID

Erich Hechtner Chief Executive Director of the Vienna City Administration Klemens Himpele Head of Municipal Department 23 – Economic Affairs, Labour and Statistics Over the past decade, the Vienna City Administration has successfully managed the transition from a tra­ ditional administration function to an institution that accords top priority to being a service provider. Our yardstick in everthing we do is the effect it will have on the people of Vienna. Only if we keep an open mind for new developments and innovative ideas will we be able to continue doing an excellent job in terms of providing top-level qual­ ity of living. So far, we have already achieved a lot that others envy us for – but that is no reason to rest on our laurels. This is why I am particularly pleased that the innovative potential of Vienna’s City Admi­ nistration is an integral part of this strategy. Innovation for Vienna means finding solutions for the ever more complex challenges of our time. Innovation for Vienna means safeguarding and creating jobs. And innovation for Vienna means being able to maintain the high quality of living. Innovative Vienna 2020 provides a framework for action over the next five years. The city’s benchmark is what its citizens need. We want to leverage what is technically feasible in an effort to provide solutions for what society wants. For this reason, Innovative Vienna 2020 relies on a deliberately broad definition of the term innovation, which explicitly includes social, technological, organi­ sational and artistic innovations and has social inclusion defined as one of its objectives. Photo credit: Schaub-Walzer/PID Photo credit: David Bohman Photography

Innovation Innovative Vienna 2020 is a strategy for innovation in the broadest sense of the term. Innovation comprises any and all new approaches in thinking and acting, with due consideration of the context in terms of time, topic and social setting. A novelty will become an innovation only once it has become effective by providing us with new products, services or processes and once these products, services or processes are being used and accepted by society or by their intended target group. Innovations within the meaning of this innovation strategy impact economic practice, social interaction, public welfare, education as well as art and culture. The following comes within the definition of innovation: Public administration services Improvements, simplifications or better target-group orientation of public administration services. Technological developments Products, services or processes that are based on new technological developments and can be sold at a profit, thus contributing to strengthening the business location or being funded or procured by the public sector. 4 Vienna RTI Strategy

Innovation Artistic and cultural innovations Artistic and cultural innovations which provide a key impetus to both society and the city as a knowledge and information location. Systemic innovations Systemic innovations that help cope with social challenges(such as contributions towards the green energy turnaround, new infrastructures). Social innovations Social innovations the benefit of which lies in their being socially relevant and not merely commercially exploitable. 5 The innovation ecosystem that allows for innovation within the meaning of Innovative Vienna 2020 compri­ ses a broad range of stakeholders. Science, business and politics, along with the education system, public and private investors, the public administration as well as users and citizens, all have a role to play in this context. Research and development is being practiced as an inter- and transdisciplinary process in Vienna. On a par with excellent scientific research, it is in particular the liberal arts and social and cultural studies that provide opportunities to help shape socially accepted, socially integrated and sustainable innovations. All potentials present in the innovation system should be specifically promoted and leveraged. All people – regardless of gender, education, social status and origin – should participate in innovations. The environment where innovation thrives is characte­ rised by a broad basis of well-educated actors. Planting the seed of innovation at a young age and deliberately leveraging existing diversity will help promote the potential for innovation in Vienna. Emphasising the need for innovations being used and accepted makes it evident that innovation processes should place a stronger focus on including the demand side, i.e. the users of and the people affected by innova­ tions, with public-interest innovations as well as with all other kinds. Innovations need to be questioned time and again as to their purpose and usefulness. The fact that this debate is taking place shows that the City of Vienna follows a responsible approach towards innovation.

Strategy development Developing the strategy took from mid-2014 to mid-2015, with the Department for Economic Affairs, Labour and Statistics (MA 23) of the Vienna City Administration supervising activities in terms of contents and organisation. – 80 experts from academia, research, business and government were invited to take part in the process, forming three panels. – Open forum and online participation for Viennese citizens.	 – Talks with leading representatives of Vienna-based universities, research institutions, businesses and advocacy groups supplemented the input provided by the panellists. – An advisory board was set up for decision-making on content and strategy. Its members include the Deputy Mayor and City Councillor of Finance and Economic Affairs, the Deputy Chief Executive Director, the Director of Urban Planning as well as representatives from the municipal departments for Financial and Cultural Affairs, the Vienna Business Agency, the Vienna Science and Tech­ nology Fund(WWTF) and tina vienna urban technologies+ strategies GmbH. 6 Kick-off event at City Hall Panel round 1 Open forum/ online participation Panel round 2 Panel round 3 10 September 2014 October 2014 November 2014 December 2014 February 2015 Vienna RTI Strategy

Strategy implementation MA 23 is monitoring the implementation of the strategy. With a view to ensuring the required consultations and coordination of efforts, the competent City Councillor sets up an advisory board. Each year, MA 23 submits a work programme to the advisory board, setting out the concrete measures that will be taken to attain the targets set for Innovative Vienna 2020. Likewise, a report is prepared each year on what measures were implemented in the course of the preceding year. An annual event is organised to present the implemented measures to the public. 7 Expert talks Drafting of strategy report by MA 23 Adoption of strategy by City Council Start event Development Spring 2015 June 2015 Autumn 2015 In early 2016

The context The Innovative Vienna 2020 strategy carries forward the contents of Vienna’s first RTI strategy, which was called'Vienna thinks the future', as well as making a major contribution towards achieving the objecti­ ves of the Smart City framework strategy. Innovation within the framework of the Innovative Vienna 2020 strategy Complementary strategies in Vienna 2006 saw the first steps towards a comprehensive strategic approach to the subject of research and innovation. The result was the City of Vienna’s first RTI strategy(Vienna thinks the future), which entered into effect in 2008. Various special-subject strategies, such as the STEP 2025 Urban Development Plan with its specialised programmes, the Vienna Climate Protection Programme, the Vienna Digital Agenda ICT strategy or the Vienna Tourism Strategy are all part of a broad network of strategies and programmes pertaining to the future of the city It is on this basis that the Smart City Wien Framework Strategy was adopted by the Vienna City Council in 2014 in an effort to provide an aid to orientation for the next generation of specialised strategies and set out the strategic orientation for the respective subject areas covered by them. The innovation objectives laid down in the Smart City Wien Framework Strategy take account of all the major elements and objectives of Vienna’s first RTI strategy. For 2050, Vienna has set itself the key objective of offering'optimum quality of living for all Viennese citizens based on social inclusion, resource preservation and comprehensive innovation'. The projects under the Innovative Vienna 2020 umbrella follow the same approach. Vienna’s economic policy guidelines, which were pub­ lished in April 2015, set the stage for Vienna’s economic policy orientation in the future. There are some key areas where Innovative Vienna 2020 and the economic policy guidelines overlap: promotion of business and investment in infrastructure, labour market policy and qualification, entrepreneurship and start-ups, structural change in industrial production and knowledge­ intensive services. Digital Agenda Vienna contributes to achieving the goals set out in the Smart City framework by ensuring optimal use of new technologies. Technology-driven innovation is being linked with socially-driven innova­ tion in an effort to focus on what people really need. Digital Agenda Vienna is the City’s strategic response to the strong trend towards digitisation in all major areas of life. Its goal is to implement a variety of innovative ICT projects within the City Administration, but also in cooperative ventures with private business and the federal government. This is another area where it links up with Innovative Vienna 2020: ICT is one of the RTI areas of strength that Vienna banks on. The STEP 2025 Urban Development Plan makes sure that the prerequisites needed for the fundamental strategic orientation towards Vienna being an attractive location for business, science and research are met in terms of spatial planning. The key issues in this field are availa­ bility of locations, cooperation with business and academia, as well as preservation of resources. 8 Vienna RTI Strategy

Context Vienna and the federal government level Vienna and the European level The Austrian federal government’s RTI strategy and the Europe 2020, the European Commission’s growth Action Plan for a Competitive Research Area(Aktions­ strategy, sets forth the EU’ s headline targets, such as a plan wettbewerbsfähiger Forschungsraum Österreich) research funding rate of 3% of GDP. In recent years, the address issues and challenges that come within the EU has redefined the debate on locations by making federal government’s sphere of competence and where science and research the starting point for its smart solutions need to be found for the whole of Austria. specialisation approach to bring structural change and Taking up and addressing certain topics, such as uni­ intelligent growth to the regions of Europe. Innovative versity employee career track models, is fully in line Vienna 2020 follows this approach by creating with this strategy. opportunities for scientists and entrepreneurs to In Austria, matters of scientific research and academic pursue their activities in the best possible conditions. teaching, in particular where universities, universities Representatives of academia, research institutions, of applied sciences, scientific and research institutions business, government and politics all have contributed are concerned, come within the purview of the federal to developing this strategy, which ensures they will all government and also rely on federal funding. Vienna join forces to implement it. strives to provide support for projects and institutions from its own budget if the projects and institutions in The targets of Innovative Vienna 2020 largely match the question prove to be of particular importance for Vienna three major sections defined for Horizon 2020: excellent as a location. For example, Vienna acts as a partner for science, industrial leadership and societal challenges. administrative issues concerning tertiary-education In the current funding programming period of the institutions, as a donor through a number of funds, European Fund for Regional Development(EFRD), such as the Vienna Science and Technology Fund(Wie­ Vienna has prioritised investments designated to turn 9 ner Wissenschafts-, Forschungs- und Technologiefonds, Vienna into a top-level research and innovation location WWTF), LISAVienna, INiTS and the Vienna programme in Europe. for funding universities of applied science(Wiener Fachhochschulförderung), as an institution commissio­ ning externally funded research projects, as a partner in research projects, and as an employer for university graduates For this reason, the City of Vienna will seek or continue to interact and cooperate with the federal government in all those areas where synergies can be leveraged and where combined efforts will lead to more widespread effects. Among other things, this includes taking part in the RTI Austria Platform(Plattform FTI Österreich) established by the Austrian Council for Research and Technology Development or the Smart Cities Memorandum of Understanding concluded between the City of Vienna and the Federal Ministry for Transport, Innovation and Technology(BMVIT). A platform set up jointly with BMVIT and the other federal provinces will help promote cooperation on industry 4.0 matters.

The current situation Social change originates in urban areas. Cities have always been and will continue to be the places where new ways of communal living are being tried and tested, where new cultural forms of expression come into being and where science and research thrive. Both the densely built-up cityscape and the heterogeneity of city dwellers present challenges for people living together in a confined space. Where solutions can be found for these major challenges, it is possible to provide and safeguard a high quality of living for all inhabitants. 10 Vienna- a‘knowledge city’ Over the past twenty years, Vienna as a location has undergone profound structural changes, not least in response to the new situation that arose after the fall of the Iron Curtain. As a business location, Vienna has a strong focus on knowledge-based services. In the manu­ facturing sector, too, technologically mature products that require a corresponding high level of knowledge have gained in importance. On the various markets, Vienna is not competing on low prices and wages, but on the strength of its productivity and the quality of the products and services it offers. Above-average produc­ tivity, which is the result of the strong knowledge focus, is a key locational advantage for Vienna. Long-established businesses, large and small, drive innovation just as much as many young start-ups and social entrepreneurs. Booming innovation is one of the benchmarks for a dynamic location. Young pioneers often take high risks in their efforts to succeed with new products, new processes or social innovations. As a knowledge-based location, Vienna draws on its universities and research institutions. Within the framework of a regional system of innovation, their roles are not limited to the traditional scope of research and teaching, they also impact the region’s economic performance, innovative strength and social development. This is why research institutions and universities are pivotal partners for Vienna’s City Administration and for Vienna as a business location. They help shape Vienna’s image and identity as a‘knowledge city’. The attractiveness of Vienna as a university location is not least reflected by the fact that Vienna has become the city with the largest university student population in the German-speaking area. Vienna RTI Strategy

Current situation As the forum where societal interests are balanced, the state is also a crucial stakeholder in developing socially driven innovation. What is important in this context is to arrive at solutions that are valid and acceptable to all and to find new ways of living together based on nego­ 2008 – 2015‘Vienna thinks the future’ – tiation. Existing discriminations(be they based on first Vienna RTI strategy gender or origin) have to be actively eliminated, and Vienna’s strong focus on knowledge was the reason why only the state is able to see to it that innovation will not in 2007 the city came up with its first strategy for just match merely the interests of certain privileged research, technology and innovation – it was called groups. ‘Vienna thinks the future’. From 2008 to 2015, five action In Vienna, innovative solutions for social challenges go areas – human resources, thematic focuses, awareness, back a long way. Vienna’s deep-rooted socialist tradi­ 11 enabling new developments, Vienna as an international tion can look back on comprehensive public welfare network hub – provided the framework for further measures – novelties at the time of their introduction – developing Vienna as a knowledge location. such as social housing projects, public health services In the meantime, the Smart City Wien Framework or childcare and educational facilities. Strategy, adopted by the Vienna City Council in 2014, Like it did then, the Vienna City Administration still has has laid the foundations for addressing social chal­ a major interest in tackling social challenges. The focus lenges.‘Optimum quality of living for all Viennese here is on responses that make the citizens’ needs and citizens combined with highest possible resource pre­ requirements their first priority. In identifying and servation' is the key objective in this context. This defining the challenges at hand, it is therefore crucial objective can only be attained through innovation. not to exclude any particular groups, regardless of gender, sexual orientation, origin, beliefs, financial Communal responsibility based on innovation standing and income. This also implies that it is the It is often the public sector that orchestrates major people themselves who look for solutions and drive technological or social innovations, either through innovation and that the thrust of innovation is not direct action or by way of government funding. This guided merely by what is technologically feasible. principle holds true in education as much as in infra­ The City of Vienna wants to offer citizens, businesses, structure development, be it roads, railways, water scientists and non-governmental organisations adequate mains or broadband connections. What is more, the conditions for innovative approaches. In a joint effort, public sector also plays a key role in driving innovation it must be possible to further develop this excellent in business by acting as a buyer of innovative goods and location and to shape Vienna’s path towards becoming services. a European metropolis.

New paths in times of uncertainty Innovative Vienna 2020 is not just part of the innovation ecosystem in Vienna, it also links up with political, economic and demographic developments in Europe. Economic development, in particular, is characterised by ruptures and uncertainties.The crises of the past few years as well as profound changes in industrial production and work in general, combined with increasing urbanisation and migration processes have all contributed to this state of affairs. The financial and economic crisis has left visible traces in Europe. Vienna has not remained unscathed by sluggish economic growth, which has also negatively impacted public spending margins. The crisis has also made itself felt on the labour market. In addition, there has been upheaval on a massive scale caused by global trends and technological developments, for instance in connection with the Internet. New business models and new forms of production(e.g. online service platforms and industry 4.0) are already in place or in the process of being developed – there is talk of a fourth industrial revolution. Social, artistic, technological and organisational innovations have the potential to provide answers on how to improve the citizens’ quality of living and to avoid social divisions. Growing city The fall of the Iron Curtain in the 1990s and the subsequent enlargement of the European Union have moved Vienna from the periphery to the centre of Europe. Vienna is growing at an enormous pace. Having become the seventh largest city in the European Union, it has reacquired an international profile as a metropo­ lis. The high quality of living, the bonus of innovation and social inclusion make Vienna an attractive destina­ tion. By 2029, Vienna’s population is expected to pass the two-million mark again. To be successful, economic and innovation policy measures in Vienna must there­ fore be aimed at creating the conditions needed to safeguard the growing city’s competitiveness while not letting the social factor fall by the wayside. Targeted investment in infrastructure, in public welfare and in people – through education and training – will help ensure that this will stay this way. People have become more mobile, not least because of Europe having become more closely united. Vienna cur­ rently attracts highly skilled new migrants: 44% of the people who moved here over the past four years (2011– 2014) have an academic degree. A third of Vienna’s population was born abroad, about a quarter of the peo­ ple living in Vienna are not Austrian nationals. Vienna has made a clear commitment to being an immigration destination with a pro-active and welcoming approach. 12 Vienna RTI Strategy

Current situation Why we need Innovative Vienna 2020 By developing a specific RTI strategy, Vienna underlines the importance of the excellent work being done at universities and other research institutions and of the large diversity of scientific disciplines being covered. On the other hand, Vienna also highlights the relevance of innovative businesses and start-ups. What is new about this strategy is that the Vienna City Administration enters the spotlight as an innovation stakeholder. Joint efforts will be made to formulate pertinent questions and to develop cultural, social, technological and organisational innovations. 13 To produce effects, Innovative Vienna 2020 has to provide certain target groups with guidance on what action to take. These include not only the Vienna City Administration, but also various other institutions under the purview of the City of Vienna that deploy public funds. Innovative Vienna 2020 places the focus not only on the strategic use of resources. The same emphasis is given to interaction and mutual inspiration between the various levels of the RTI landscape. This is why the large group of people for whom this strategy is to provide guidance with respect to the City of Vienna’s RTI approach includes people working at universities and research institutions, in public administration units, in private businesses, in non-governmental entities and European institutions.

The strategy The City of Vienna’s first RTI strategy(Vienna thinks the future) dating from 2007 set objectives for innovation. These objectives were adapted and further developed during the preparation of the Smart City framework strategy. The objectives of the Innovative Vienna 2020 strategy are in turn modelled on those of the Smart City Wien Framework Strategy. Smart City Wien Framework Strategy Here are the overarching objectives: In 2050,Vienna is an innovation leader due to top-end research, a strong economy and education. In 2050, Vienna is one of the five biggest European research and innovation hubs. Further objectives: By 2030, Vienna attracts additional research units of international corporations In 2030, Vienna is a magnet for international top researchers and students By 2030, the innovation triangle Vienna – Brno – Bratislava is one of the most future-oriented cross-border innovation regions of Europe. In 2050, Vienna remains one of the ten European regions with the highest purchasing power based on per-capita GDP. Vienna further strengthens its position as the preferred company headquarters city in Central/South-eastern Europe. 10,000 persons annually set up an enterprise in Vienna, the most attractive start-up location in the region. The direct investment flows from and to Vienna have doubled as compared to 2013. The share of technology-intensive products in the export volume has increased to 80%* by 2050 * as compared to 60% in 2012 Wiener FTI Strategie 14

Current situation Objectives under Innovative Vienna 2020 Innovation objective no. 1 City of opportunity: Vienna provides optimal conditions for innovation potential to develop in the metropolitan region. Innovation objective no. 2 15 Innovative City Administration: Vienna is committed to innovation driven by the public sector and to its role in shaping, buying and using innovations. Innovation objective no. 3 Vienna as a place where different people meet: Vienna creates an innovation-friendly climate and relies on cooperation and open-mindedness.

Objectives under Innovative Vienna 2020 in detail Innovation objective no. 1 City of opportunity: Vienna provides optimal conditions for innovation potential to develop in the metropolitan region. specifically in innovative solutions that enable sustainable and socially inclusive further development of the city(smart solutions) and support innovative production and manufacturing processes, thus safeguarding local jobs(smart production). Relying on stable partnerships to position the Vienna metropolitan region both at European and global level is crucial for Vienna to increase its visibility on the international RTI map. Vienna will intensify its cooperation with neighbouring regions, cities and countries in its current areas of strength. 16 Vienna as an attractive location for researchers and businesses Vienna wants to become a magnet for talented researchers and new entrepreneurs while further raising the share of women in these areas along the way. This calls for adequate career prospects in science and research on the one hand, and for optimal conditions for inno-vative businesses on the other hand. A proactive and welcoming approach underlines Vienna’s open­ minded attitude. Further development of areas of strength Vienna’s areas of strength, which currently include life sciences, ICT, the creative industry, the liberal arts, cultural and social studies and special fields in mathematics and physics, will be developed further and have to acquire sufficient critical mass to act as beacons with international visibility. Moreover, Vienna invests Sustainable financing and effective funding Vienna’s system of grants and subsidies is to be not only transparent and efficient, but also flexible enough to be ready to cope with new challenges. The purpose of providing funding is to strengthen specific areas of research, trigger innovation in business, support new business models and encourage private investors to invest in bright ideas‘made in Vienna’. Education as a stepping stone towards innovation From kindergarten to university, all young people in Vienna must have access to opportunities and learn to make innovation part of their culture. This applies as much to what is being taught as to the way it is being taught and under what circumstances, ranging from organisational to architectural considerations. Wiener FTI Strategie

Objectives Innovation objective no. 2 Innovative City Administration: Vienna is committed to innovation driven by the public sector and to its role in shaping, buying and using innovations. Innovation objective no. 3 Vienna as a place where different people meet: Vienna creates an innovation­ friendly climate and relies on cooperation and open­ mindedness. 17 Innovative City Administration The Vienna City Administration will continue striving to improve and further develop the city’s public services on an on-going basis. Providing conditions that support private enterprise and showing a proclivity for innovation in public procurement are important elements in this context. As an innovator in its own right, the public sector also plays an active role in this field. Vienna as a place where different people meet Innovation often comes about at the boundaries and transition points between subject matters, institutions and areas of responsibility. This is why an open dialogue and cooperation between business, science, art and culture, the City Administration and society at large will help leverage the city’s potential for innovation. This includes identifying social trends, aiding and supporting innovation in artistic and cultural settings and ensuring the participation of the Viennese citizens(e.g. Open Science and Citizen Science). As the focus here is on how innovation can benefit society, the Open Innovation approach calls for different views to be incorporated, regardless of gender, sexual orientation, origin, beliefs, financial standing and income. Vienna’s international profile as an RTI location will gain increasing recognition.

Innovation objective no. 1 City of opportunity Vienna will continue to shape conditions within its purview to support innovation and help the innovation ecosystem to develop as a forum where public and private initiatives complement one another. With a view to strengthening the location and making access to innovation easier, measures will be taken on the following levels: Action area 1: Attractive location for researchers and businesses Whoever has a bright idea in Vienna should translate it into reality. Vienna wants to leverage existing potential and draw high potentials from elsewhere. Vienna is to be positioned as a magnet for researchers and people with entrepreneurial drive, acting as a sort of hothouse for new ideas. The share of women in commercial research, which is currently at around 20% in Vienna, is to be raised through adequate measures. Promote start-ups The number of start-ups has increased considerably over the past few years. Vienna is taking advantage of this trend in order to establish itself internationally as an excellent start-up hub and to further increase its attractiveness to investors. Start-ups and new entrepreneurs receive support; specific measures are taken to raise Vienna’s international profile as a start-up location and to attract new foreign entrepreneurs to come to Vienna. This also applies to so-called social entrepreneurs who aim to tackle social problems and social challenges and frequently have quite different growth and exit scenarios than classic start-ups. Provide excellent conditions for young scientists and teachers at universities The City of Vienna will offer targeted and specific support for university-level research and teaching in an effort to obtain even more excellent results and make universities even more competitive internationally. This includes, among other things, providing funding for research infrastructure, professorships and young talent groups on strategically relevant topics and aiding with applications for European co-funding or own funds. In doing so, the City Administration continues to pursue the goal of achieving a gender balance in scientific activities. Take the‘welcoming approach’ further The City of Vienna takes a critical look at its own actions and checks its internal processes in providing services to new arrivals with a view to optimisation. Vienna will also continue to present itself as a cosmopolitan city and take a clear stance against discrimination of any kind. The City of Vienna wants all the people living in Vienna – no matter how long they have been here – to feel welcome. Given the division of competences, the federal govern­ ment is particularly called upon to take action in this context under immigration and alien law regulations. The procedure for obtaining a residence permit under the so-called Red-White-Red Card scheme as well as other procedures for obtaining a residence permit under current legislation are viewed by many as a major obstacle. It has to be ensured that foreign educational achievements are recognised in an adequate manner. 18 Vienna RTI Strategy

Action areas the international profile of these aspects, it is also Continue to be proactive in gender mainstreaming and necessary to further develop Vienna’s areas of strength the promotion of women and to implement so-called lighthouse projects. A location loses talent if it does not put everybody’s skills and capabilities to good use, i.e. those of both Further develop RTI focus areas women and men. It is therefore absolutely necessary to In 2007, the Vienna RTI strategy(Vienna thinks the eliminate structural disadvantages, which is why future) set forth the following RTI focus areas that Vienna has committed itself to promoting gender main­ needed to be developed: Life sciences/ medicine, infor­ streaming in research, technology and innovation. mation and communication technologies(ICT), and the creative industry/ media. The significant potential for This means development identified in research areas such as mathe­ – balanced representation of women and men on matics and physics, but also in the liberal arts, social research teams, and cultural studies is to be leveraged. The Innovative – balanced representation of women and men in Vienna 2020 strategy provides for both the RTI focus decision-making functions, taking account of gender areas and the above-mentioned research fields to be competence when assigning people to the relevant expanded and strengthened. juries, and Another RTI focus will be placed on areas that are of – integration of the gender dimension into particular strategic relevance to the location, either research topics. because they fulfil a key mission in further developing 19 the city or because they address a known focus area in Vienna strives to make innovative jobs visible and Vienna’s innovation landscape, true to the motto tangible, inciting more girls to show an interest in ‘Strengthen existing strengths’. The process for finding research and technology as a career option. Incentives further focus areas is coordinated between the institu­ are being offered to businesses that promote women to tions and takes account not only of evidence-based leading positions in corporate R&D. When developing decision-making criteria, but also of bottom-up new products and services, it is necessary to take approaches. This is meant to ensure that all ideas and account of the needs and requirements of different suggestions will be taken into consideration when it groups of users. comes to further developing Vienna as an RTI location. The City of Vienna avails itself of the leeway it has under procurement legislation to promote equality among Expand RTI infrastructure those who bid for contracts. Moreover, explicit incen­ Making top-of-the-range facilities available to many tives will continue to be offered in the promotion of stakeholders is a key locational advantage in terms of business, such as FemPower Calls and broad-based pro­ infrastructure. Such availability will entice creative motion through bonus schemes for women in leading scientists and business people to try out new ideas and positions, in an effort to improve the position of women. come up with innovations in a joint effort. Improving cooperation between science and business Action area 2: Further developing areas of strength under a shared facilities approach not only allows acquiring research infrastructure for wider use, but Vienna is a high-tech location and an excellent base for also helps promote communication between doing research and starting new businesses. To raise researchers.

Create international visibility To score internationally as an attractive location for the brightest minds as well as for businesses, you need lighthouse projects that cater not only to top-level rese­ arch, but also to potential use and application. The City of Vienna will make every effort to promote such endea­ vours along with the federal government and relevant stakeholders. Increase regional cooperation on RTI focus areas A Greater Vienna Area – which is defined by reachability within 1.5 hours – gives free rein to the imagination when it comes to potential cooperation ventures that rely on personal contacts or shared infrastructure. One aim is to intensify cooperation with the neighbou­ ring province of Lower Austria. Vienna is to develop into the hub of such a cross-border region of innovation. The Vienna – Bratislava – Brno tri­ angle with its numerous universities supports projects that help position the region internationally,for instance based on applications under the Horizon 2020 pro­ gramme or bids for a large-scale research facility co-funded by the EU. Promote a state-of-the-art manufacturing and services location The conditions governing the manufacturing of goods are subject to profound and fast-paced change. In goods manufacturing, more and more products are being tailored specifically to customer demands. Production facilities need to be able to efficiently and economically produce even small series. Machines are supposed to determine themselves the amount of resources they need and to know when they are due for maintenance. Products are expected to provide information on their status and indicate the need for an update or even request to be used. As a location that offers both a highly qualified work­ force and highly developed complementary fields of activity(ICT, creative segment), Vienna is optimally pre­ pared for this technological development. Especially in light of the EU strategy to raise industry‘s share of GDP to around 20% by 2020, Vienna will ramp up its efforts to position itself as a state-of-the-art manufacturing location that is environmentally friendly to boost. Vienna promotes interdisciplinary and cross-industry cooperation among innovation drivers because pionee­ ring innovations often occur at the interface between industries and disciplines(e.g. bioinformatics, industry 4.0, technology experience). Innovative solutions for sectors such as energy, environment, mobility and con­ struction(smart solutions) as well as production and manufacturing(smart production) are needed to suc­ cessfully drive Vienna’s further development.This is the reason why Vienna invests specifically in strengthening these areas. Action area 3: Sustainable financing and effective funding The aim here is to have a clear and simply structured system of grants and funding that is sufficiently flexible and suitable to encourage more and more private inves­ tors to invest in bright ideas in Vienna. What is ultima­ tely needed is a‘hothouse’ for ideas that is well-coordinated between the federal and the regional government levels. Support is provided to create a cli­ mate for investment where risk-taking is seen as a posi­ tive and courageous act and where stakeholders are able to deal with risk in a constructive way. Again, attention is paid to ensuring that women and men will benefit in equal measure from any project funding awarded. In general, adequate instruments are available for basic research and business-related R&D funding on the federal and regional levels. Such funding has to be gua­ ranteed in a sustainable manner even in times of tight public budgets. More flexibility in the use of funds To enable new ideas to be encouraged, funding entities are to be given the discretion to award part of their bud­ gets to initiatives which are not covered at all or only to a small extent under the current funding schemes. These funds are to be used to promote new topics and take or support, in a flexible manner, measures that are 20 Vienna RTI Strategy

Fields of action conducive to effecting long-lasting structural impro­ of the percentage of children for whom German is not vements for Vienna as a business location and which their first language as well as of the parents’ level of address a broader base of stakeholders. The awarding education, etc., would lead to more equal opportunities. of funds is to be linked to compliance with quality cri­ This approach contributes to making the educational teria that need to be defined for each case. system upwardly mobile, as education is the primary gateway towards more upward mobility in our society. Private funding The City of Vienna strives to encourage private inves­ Vienna’s kindergartens prepare the ground tors to invest in bright ideas‘made in Vienna’. Adequate for innovation rules and regulations have to be found for instruments Vienna is committed to making kindergarten care such as contributions to existing foundations, available for free to children from zero to six years of crowd-funding and new venture capital concepts. age. These educational facilities provide the best pos­ sible assistance and promotion of skills and talents for Public-sector profit-sharing all children – regardless of gender, first language or the The public coffers are not bottomless.The City of Vienna family’s educational background, offering them the places great store by the public sector being able to par­ chance to succeed in all areas of research and ticipate in any profit(co-)funded by it. It needs to be innovation. ascertained if and how the public sector can benefit from the success of a project in return for having taken Drive innovation in Vienna’s schools on risks by providing funding for the development of It is necessary to offer more state-of-the-art innovative products. infrastructure while at the same time taking account of modern-day teaching strategies. The Vienna Campus Action area 4: Education as a stepping stone School model unites kindergarten, primary school, and 21 towards innovation afterschool care under one roof, both in terms of archi­ tecture, organisation and teaching theory. Children rang­ Equal educational opportunities for all children, elimi­ ing from infants to 10 years of age get to spend the day nation of access barriers to education and social integ­ together. This model is due for further expansion. ration are the tenets underlying Vienna’s education Measures relating to teaching, such as mobility and policy. exchanges of teachers with all walks of life(universities, Add to this the awareness that education is an integral business, public administration and non-profit organi­ and indispensable part of the RTI policy. A culture of sations) go hand in hand with concurrent research on innovation needs people who approach issues with educational theory and practice. The aim is to have curiosity, creativity, responsibility and self-confidence successful projects become regular features of school and are able to come up with innovative solutions. education, with due attention to the changes needed in This is why Vienna relies on education that offers federal legislation. opportunities and gives rise to a culture of innovation, at all ages and at all stages of life, from kindergarten to Further education and training university as well as in further education for adults. The City of Vienna supports adult further education Reaching this goal requires joint efforts with the federal programmes, for instance within the scope of the WAFF government level. Introducing the new comprehensive (Vienna Employment Promotion Fund) and at Viennese school model for the 10-14 age bracket throughout the public education centres. In addition to providing country will ensure social balancing and overcome guaranteed professional training, the City of Vienna access barriers. Using funds based on social indexing, relies above all on the 2020 Qualification Plan to develop i.e. independently of student numbers, taking account the skills of young people.

Innovation objective no. 2 Innovative City Administration For a city’s administration to continually remain innovative, it needs to have a pervasive‘culture of innovation’. A culture of innovation as a way of thinking and acting is part of organisational culture. It is not something that can be ordained from the top; it needs time to grow. This is why the City of Vienna strives to provide an innovation-friendly climate. Enthusiastic and innovative projects for the continuous improvement and develop­ ment of the services the city has to offer deserve support and assistance. Having the courage to experiment and take risks are attitudes the City Administration condones and supports. A culture of innovation will also make sure that people have a chance to learn from their mistakes. An innovative city administration keeps up a constant exchange with the citizens. Optimally designing public services requires joint efforts by citizens, the organised public, politics, research and business. Using state-of-the-art information and communication technology and handling cor­ responding data are key aspects of an innovative city. Digital Agenda Vienna promotes up-to-date further development of municipal services based on broad participation. 22 Action area 5: Embedding a culture of innovation within the City Administration for the long haul The Vienna City Administration stresses its role as an innovative and creative organisation. Creativity and innovativeness have to become an integral part of organi­ sational culture, so it is necessary to identify supportive framework conditions and make them part of day-to-day work and service provision. Make innovation within the City Administration visible and tangible Already existing innovation projects and the benefits they generate have to be made clearly visible both inside and outside the City Administration. Support a culture of innovation The City of Vienna aims to embed a culture of innovation for the long haul. In doing so, it can draw on years of experience in the organised handling of suggestions for improvement when it comes to picking the brains of staff members or developing bright ideas in collaboration with them. Innovation within the City Administration frequently arises from contacts with clients. For this reason, the potential offered by Vienna’s citizens is to be leveraged when it comes to finding new ideas, with participation from diverse groups of society. One forum for doing so is the Open Innovation process, which has proved its worth with the Digital Agenda. A key prerequisite for establishing a culture of innovation is to deliberately and specifically create adequate framework conditions in terms of staffing, infrastructure and budgeting. Vienna RTI Strategy

Action areas Living labs, policy labs and proof of concept A living lab awards top priority to user needs and for a dual innovation effect. On the one hand, innovative 23 studies, based on day-to-day behaviour, efficient and solutions help to further develop municipal services intelligent ways to deal with, for example, energy or and thus also to solve social challenges. On the other mobility. Proof of concept projects test the latest tech­ hand, there is an impetus for businesses to seek nologies under near-real-life conditions, while the innovative solutions. purpose of policy labs is to explore the boundaries of legal provisions. Many areas of research need an urban Improve framework conditions environment to try out new approaches. The City of Current legislation on public procurement is regarded Vienna is going to take steps to develop innovative tech­ by many as not conducive to innovation-friendly public nologies in a real-life infrastructure and to allow such procurement. Based on profound legal expertise, the technologies to be assessed for citizen acceptance. City of Vienna will strive to distinguish between actual and conceived obstacles and use the insights thus Action area 6: Innovation-friendly gained to improve its operational processes in procure­ public procurement ment. As an accompanying measure, it is also necessary to raise awareness for the social and economic Every year, the City of Vienna procures goods and significance of innovation-friendly public procurement services to the tune of several billion euro. A survey con­ and to step up the dialogue with the federal government ducted by Statistics Austria reveals that some 2% to 4% in this field in an effort to leverage synergies. In its pro­ of public spending has an innovative impact. curement activities, Vienna is going to pay attention to Deliberate decisions taken in favour of innovative promoting the equality of women at contractors and products and services can have a major influence on a contracting institutions. location’s innovative strength. The City of Vienna aims

Innovation objective no. 3 Vienna as a place where different people meet Vienna’s image for the future is characterised by a cosmopolitan outlook and tolerance, both with respect to people and new ideas. This goes hand in hand with an open mind – demonstrated particularly by the Viennese – for innovations created by universities, business, society at large as well as the art and culture scene. Innovative solutions often come about at the interfaces between different areas and sectors. This potential for innovation can be leveraged and put to use only through mutual exchange and the crossing of boundaries. More recent technological developments in particular require solutions across disciplines and sectors. Action area 7: Spaces that promote an innovative climate Sharing encoded knowledge is relatively easy. However, sharing non-encoded or tacit knowledge as well as complex knowledge, both of which are crucial for innovation, requires personal contact between the peo­ ple having such knowledge.Transferring such knowledge becomes easier when the persons involved are located close to one another and, what is more, can serve as a low-threshold instrument facilitating more social mobility. Set up a network of spaces While urban density provides an opportunity for diverse stakeholders to interact, it also means that there is less and less space available that does not already have a designated use. To increase the effectiveness of innova­ tions as social and cultural processes, Vienna has to provide/establish a network of physical and virtual pre­ mises that can be used by research institutions, NGOs, the City Administration, start-ups and the art and cul­ ture scene to live creativity and innovation. Set up information and networking platforms Information and networking platforms help Viennese businesses to network and link up with development partners and pilot customers from the City Administra­ tion as well as from the worlds of academia and busi­ ness. In the future, networking is to be less focused on intra-industry activities, but more and more on cross­ industry, intersectoral and transdisciplinary approa­ ches. The purpose of bringing innovation stakeholders together is to pool the competences and capabilities of businesses, research institutions and pilot users. Esta­ blishing cooperative relationships based on mutual trust ensures that product developments will not primarily target what is technologically feasible, but what future users really need. Action area 8: Increasing visibility and arousing interest To increase the visibility and attractiveness of talents, businesses and research institutions, it is necessary to put more effort into presenting and communicating Vienna as an innovation and research location. The aim 24 Vienna RTI Strategy

Action areas is to ensure that Vienna is perceived internationally not only as a culture and tourism destination, but also as an innovation hub. The citizens of Vienna, too, need to become more aware of their city as a location for inno­ 25 vation with opportunities for them to participate. Develop and communicate an image of the metropolitan region as an RTI location The City of Vienna will take steps to increase its international visibility as, for instance, a university hub or as an excellent location for innovation and start-ups. Awareness and participation For an innovation location, it is pivotal that society at large has an open mind for new technologies. This is why Vienna promotes initiatives that aim to reduce scepticism towards technology and to raise enthusiasm for research and technology. A key element of such awareness is to provide opportunities for participation in different ways with a view to encouraging public debate.The Vienna Research Festival and workshops for children and young people help increase the visibility of innovation drivers and promote enthusiasm for natural sciences and technology, thus ensuring a supply of young talent for the local labour market.

The data Vienna, a city well known for its art and culture and quality of living, also offers optimal conditions for innovations. The population of the city is multi-faceted and creative and the city boasts excellent education and research institutions and an active start-up scene. Top innovation location Vienna features 1,466 research entities Vienna, i.e. uni­ versities, businesses or institutions active in research, which accounts for 30% of all research entities in Austria (2011). Among them, 785 businesses together account for more than half of Vienna’s R&D spending(EUR 1.75 bil­ lion 1 ). 1,466 research entities in Vienna 26 Every year, up to 9,000 new companies are established in Vienna. What is more, Vienna is one of the cities with the highest purchasing power in the EU. 3,416 in the rest of Austria EU(28) 2% 2.97% Austria 3.55% Vienna Research funding rate Vienna is among the top regions to have reached the EU’s official 3% target for spending on research(share of R&D spending in the gross regional product). Overall, only 32 of the 266 regions(for which data are available) attain this target. In 2012, Vienna’s research funding rate stood at 3.55%, the rate for Austria was 2.97% and that for the EU-28 was 2.0%. 2 4, Vienna RTI Strategy

Data R&D spending All in all, Austria spent EUR 9.3 billion 3 on R&D in 2011, while Vienna invested some EUR 2.7 billion. 4 More than half of Vienna’s R&D spending(about 54%) came from businesses, some 38% were attributable to universities, and the rest to government funding. This includes some EUR 100 million in funds from Vienna’s regional budget. EUR 2.9 billion R&D spending in Vienna EUR 6.7 billion R&D spending in the rest of Austria EU(28) 34.7% 27 37% 2007 39% 2013 People employed in R&D More than 43.700 people(2013) work in research and development inVienna: at universities, centres of competence and businesses active in research and innovation. It is a positive development that the share of women rose from 37% in 2007 to 39% in 2013(EU-28: 34.7% 5 ). At 5% emploment in R&D, Vienna ranked third among the regions employment of the EU– 28 in 2011. 6 University hub and students Vienna looks back on a long tradition as a science and research hub. Vienna is not only the largest university centre within the German-speaking world, but also the oldest(university founded in 1365). Vienna boasts a student population of more than 190,000(2014 winter semester), nearly 53% of them female. Students thus account for some 10% of the Viennese population. By comparison: Berlin has about 171,000 students, Munich 112,000(2013) and Zurich about 66,000 students. 1 2 3 5 Statistics Austria, survey on research and experimental development 4 Based on corporate R&D locations 6 Eurostat regional yearbook 53% 190,696 students – 9 universities/ 173,283 students –	 6 universities of applied sciences/ 14,009 students – 4 private universities/ 3,404 students

Who participated in developing the strategy Sponsor Renate Brauner, Deputy Mayor and Executive City Councillor of Finance, Economic Affairs and Vienna Public Utilities Members of the advisory board – Renate Brauner, Deputy Mayor and Executive City Councillor of Finance, Economic Affairs and Vienna Public Utilities – Sybille Straubinger, City Councillor(stand-in for Deputy Mayor Brauner) – Wolfgang Müller, Deputy Chief Executive Director – Thomas Madreiter, Chief Executive Office, Executive Group for Construction and TechnologyHubert – Ursula Weingartshofer, Municipal Department 5 – Financial Affairs(MA 5) Gerhard Hirczi, Wirtschaftsagentur Wien – Hubert Christian Ehalt, Municipal Department 7 – Cultural Affairs(MA 7) – Klemens Himpele, Municipal Department 23 – Economic Affairs, Labour and Statistics(MA 23) – Claus Hofer, tina vienna urban technologies+ strategies GmbH – Gerhard Hirczi, Vienna Business Agency – Michael Stampfer, Vienna Science and Technology Fund(WWTF) Municipal Department 23 project team – Christine Wanzenböck, project management – Christian Wurm, project management – Angelika Balog-Hubinger – Oliver Kress – Gerrit Thell – Elisabeth Unger Process support and panel moderation: – Ingrid Preissegger, Trigon Entwicklungsberatung GmbH Panel members Eugen Antalovsky, Europaforum Wien; Anette Baldauf, Academy of Fine Arts Vienna; Michaela Bankel, City of Vienna, Municipal Department 35- Immigration and Citizenship(MA 35); Christian Bartik, Vienna Business Agency; Marlies Baurecht, Federation of Austrian Industries Vienna; Thomas Bednar, Vienna University of Technology; Michael Binder, FFG – Austrian Research Promotion Agency; Eva Czernohorszky,Vienna Business Agency; Christoph Dellago, University of Vienna; Otto Doblhoff-Dier, University of Veterinary Medicine, Vienna; Wolfgang Edelmann, AI-MS Aviation Infrastructure Management; Angelika Fitz, independent consultant angelikafitz.at; Otto Frey, City of Vienna, Chief Executive Office, Executive Group for Construction and Technology; Michaela Fritz, AIT – Austrian Institute of Technology; Sylvia Fuchs, EU-Förderagentur GmbH; Johannes Gadner, Austrian Council for Research and Technology Development; Andre Gingrich, University of Vienna; Josef Glößl, University of Natural Resources and Life Sciences, Vienna; Paul Grohmann, City of Vienna, Municipal Department 18 – Urban Development and Planning(MA 18); Sascha Haas, Tech Metall; Sonja Hammerschmid, University of Veterinary Medicine, Vienna; Josef Hochgerner, ZSI – Centre for Social Inno­ vation; Andrea Höglinger, Austrian Research Promotion Agency; Johannes Höhrhan, Federation of Austrian Industries Vienna; Clemens Horak, City of Vienna, Municipal Department 18 – Urban Development and Planning(MA 18); Peter Huber, WIFO- Austrian Institute of Economic Research; Ulrike Huemer, City of Vienna, Chief Executive Office, Executive Group for Organisation and Security; Karin Jary, City of Vienna, Chief Executive Office, Executive Group for Organisation and Security; Oliver Juli, Siemens, Aspern Smart City Research GmbH & Co KG; Cornelia Kasper, University of Natural Resources and Life Sciences, Vienna; Michael Kieslinger, Fluidtime; 28 Vienna RTI Strategy

Contributors Sabine Knierbein, Vienna University of Technology; Troper, City of Vienna, Municipal Department 27 – Euro­ Walter Krugluger, Vienna Hospital Association, Sozialpean Affairs(MA 27); Alexander Van der Bellen, Com­ medizinisches Zentrum Ost – Donaus, Sozialmedizini­ missioner for Universities and Research of the City of sches Zentrum Ost – Donauspital; Klaus Kubeczko, AIT Vienna; Alanus von Radecki, Morgenstadt(city of the – Austrian Institute of Technology; Gerhard Kuschnig,­ future) Initiative; Hermann Wedenig, City of Vienna, City of Vienna, Municipal Department 31 – Vienna Water Chief Executive Office, Executive Group for Construction Works(MA 31); Donia Lasinger, Vienna Science and and Technology; Albert Wimmer, Albert Wimmer ZT; Technology Fund(WWTF); Michael Latzer, University of Alexander Wöhrer, Vienna Science and Technology Fund Zurich; Gertraud Leimüller, winnovation consulting (WWTF) GmbH; Helmut Leopold, AIT – Austrian Institute of Technology; Elise Lindner, EU-Förderagentur GmbH; Personal talks Jörg Markowitsch, 3S Unternehmensberatungs GmbH; Suggestions from numerous talks with, for instance: Isabella Meran-Waldstein, Federation of Austrian Industries Vienna; Arthur Mettinger, University of Hannes Androsch, Austrian Council for Research and Applied Sciences, FH Campus Wien; Florence Meyer-Lan­ Technology Development; Brigitte Bach, AIT – Austrian drut, Landrut, Federation of Austrian Industries Vienna; Institute of Technology; Christoph Badelt, Vienna Helmut Naumann, Vienna Economic Chamber; Thomas University of Economics and Business; Georg Oliva, Forum wien.welt.offen; Andreas Otto,Vienna Uni­ Bartmann, Office of the Provincial Government of Lower versity of Technology; Fidel Peugeot, Walking Chair Austria; Gerald Bast, University of Applied Arts Vienna Design Studio; Stephan Prehn, Internationale Bodensee­ Stefan Ehrlich-Adám, EVVA Sicherheitstechnologie hochschule; Irma Priedl, Office of the Provincial Gover­ GmbH; Heinz Engl, University of Vienna; Heinz Faßmann, nment of Lower Austria, Economics, Tourism and University of Vienna; Wilhelm Behensky, University of 29 Technology; Bernd Rießland, Sozialbau AG; Harald Applied Sciences, FH Campus Wien; Andreas Geisler, Rohracher, University of Linköping Sweden; Eva Rose­ FFG – Austrian Research Promotion Agency; nauer-Albustin, City of Vienna, Chief Executive Office, Martin Gerzabek, University of Natural Resources and Executive Group for Organisation and Security; Giuli­ Life Sciences,Vienna; Michael Heritsch,Vienna University ana Sabbatini, University of Applied Sciences Techni­ of Applied Sciences of the Vienna Economic Chamber; kum Wien; Heimo Sandtner, University of Applied Wolfgang Hesoun, Federation of Austrian Industries Sciences, FH Campus Wien; Gerhard Schmid, City of Vienna; Helmut Holzinger, University of Applied Sciences Vienna, Municipal Department 27 – European Affairs; BFI Vienna; Georg Kopetz, TTTECH Computertechnik Walter Schmidt,Affiris; Cornelia Schrauf,Vienna Science AG; Birgit Kuras, Wiener Börse AG; Michael Landau, andTechnology Fund(WWTF); Andreas Schuster, Siemens, Caritas Vienna; Patrick Lehner, ÖAW- Austrian Academy Aspern Smart City Research GmbH& Co KG; Hans-Gün­ of Sciences; Anton Plimon, AIT- Austrian Institute of ther Schwarz, BMVIT – Federal Ministry for Transport, Technology; Florian Pomper, CaritasVienna; Klaus Pseiner, Innovation and Technology, Section III- Innovation and FFG- Austrian Research Promotion Agency; Wolfgang Telecommunications; Joachim Seipelt, aws Austria Schütz, Medical University of Vienna; Sabine Seidler, Wirtschaftsservice GmbH; Christiane Spiel, University Vienna University of Technology; Michael Sixt, IST Austria of Vienna; Ilse Stockinger, Wiener Stadtwerke Holding – Institute for Science and Technology; Edeltraud AG; Georg Stonawski, VRVis – Centre for Virtual Reality Stiftinger, aws – Austria Wirtschaftsservice GmbH; and Visualization; Michael Strassnig, Vienna Science David Uhlír, South Moravian Innovation Centre, Brno, and Technology Fund(WWTF); Gabriele Tatzberger, Oswald Wagner, Medical University of Vienna, Michael Vienna Business Agency; Stefan Thurner, Medical Würdinger, University of Applied Sciences Technikum University of Vienna; Felix Tiefenbacher, Heliovis AG; Wien, Stefan Wurm, Bundesbeschaffung GmbH, Gerin Trautenberger, Microgiants GmbH; Reinhard Alexander Zirkler, Lauder Business School

Credits Owned, edited and published by Municipal Department 23 – Economic Affairs, Labour and Statistics Meiereistraße 7, Sektor B A-1020 Vienna Tel.+43-1-4000/83055 post@ma23.wien.gv.at https://www.wien.gv.at/english/education-research/ Responsible for the contents: Klemens Himpele Authors: MA 23 project team MA 23 would like to thank all contributors from the specialist units and from all entities involved. Design, production, typesetting EN GARDE Communication& Design Lendplatz 40/TOP3, 8020 Graz/Lend Phone& Fax:+43 316 77 34 36 0 studio@engarde.net www.engarde.net Printed by AV+Astoria Druckzentrum GmbH A-1030 Vienna Contents Statistical analyses relating to the City of Vienna Legal information All data, charts, diagrams, pictures, etc. in this publication are copyrighted. Disclaimer We do not assume any liability for the correctness, completeness and timeliness of the content. The publication or any part of it may be reproduced only when the source is clearly stated. Printed in Austria on PECF-certified eco-friendly paper from the‘ÖkoKauf Wien’ sample folder, 7/2014 Vienna, September 2015 innovation2020.wien.gv.at Vienna RTI Strategy 30

31

Vienna‘s Research, Technology and Innovation Strategy September 2015 ISBN 978-3-901945-13-7 Vienna RTI Strategy 32