RICERCA, SPIN-OFF, INCUBATORI: STRATEGIE ED OPPORTUNITÀ PER LE UNIVERSITÀ ITALIANE

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1 interno_ws_torino :41 Pagina 1 PNI CUBE RICERCA, SPIN-OFF, INCUBATORI: STRATEGIE ED OPPORTUNITÀ PER LE UNIVERSITÀ ITALIANE A cura di Michele Patrissi - Segretario PNI CUBE 2 WORKSHOP INTERNAZIONALE, TORINO 2007

2 interno_ws_torino :41 Pagina 2 Foto di copertina: Agorà della Cittadella Politecnica - I3P, Torino

3 interno_ws_torino :41 Pagina 3 INDICE Nota introduttiva - Vincenzo Pozzolo, Presidente I3P 5 1. La gestione delle spin-off accademiche A.J.M. De Jong - Technology University of Eindhoven 9 J. Heeboll - Technical University of Denmark 12 J.C. Sabonnadiere - Institut National Polytechnique de Grenoble 17 G. Tata - Brigham Young University of Salt Lake City Come fare scouting di idee di impresa dalla ricerca G. Serazzi - Politecnico di Milano 29 M. Cantamessa - Politecnico di Torino 31 G. Conti - Politecnico di Milano Redazione del BP e due diligence G. Guerra - Politecnico di Torino 43 M. Natoli - Piemontech srl 45 M. Gay - Intel, Capital Corp. 54 S. Peroncini - Quantica SGR Spin-off della Ricerca: è vera opportunità per l Università italiana? M. Croatto - Università di Udine 65 M. Fanni - Università di Trieste 67 C. Compagno - Università di Udine Modelli manageriali delle spin-off accademiche A. Berti - Università di Padova 83 G. Tarone - Target Hearth srl 88 E. Paolucci - Electro Power Systems srl 91 F. Bugamelli - Consorzio AlmaCube, Università di Bologna 95

4 interno_ws_torino :41 Pagina 4 6. Gli incubatori universitari e le strategie di accompagnamento delle imprese al mercato U. La Commare - Consorzio ARCA, Università di Palermo 101 L. Lo Bello - Consorzio MEDSPIN, Università di Catania 102 F. M. Montagnino - Consorzio ARCA, Università di Palermo 107 M. Gentile - Scuola Superiore Sant Anna di Pisa 111 V. Fascione - BIC Città della Scienza, Napoli 115 V. Cantino - SAA, Università di Torino 120 Presentazione di I3P 127 Presentazione di PNI Cube 131

5 interno_ws_torino :41 Pagina 5 NOTA INTRODUTTIVA Vincenzo Pozzolo* Con notevole ritardo, da 15 a 20 anni, rispetto ad altri Paesi ad alto livello di sviluppo, a seguito dell emissione della legge 297 del 1999 molte Università italiane hanno iniziato, a partire dai primi anni del nuovo secolo a promuovere la nascita di imprese che prendono origine dall attività di ricerca di professori e ricercatori, riconoscendole come proprie spin-off, e in alcuni casi assumendo anche quote di partecipazione. Nel workshop di Napoli dello scorso anno ho avuto l opportunità di presentare una relazione sui problemi che la gestione del problema delle spin-off crea alle Università, che qui vado a riassumere. - Si parte dalla domanda ovvia: quali motivazioni spingono un Università ad impegnarsi nella creazione di spin-off? Quali vantaggi si aspettano da questa attività? Quali strumenti di promozione ed assistenza sono stati attuati? - Per la nuova Azienda la presenza dell Università è un vantaggio o un freno? - Come e da chi, con quale professionalità è gestito il processo di selezione delle idee imprenditoriali proposte e quindi delle spin-off da riconoscere? E chi e su quali basi decide su quali investire assumendone quote di partecipazione? - Qual è la politica della proprietà intellettuale dei brevetti su cui nascono le spin-off? - Quali sono i diritti e doveri di un professore o ricercatore che dà vita ad una spinoff, i limiti di libertà ed autonomia in cui può muoversi, quali i rapporti con il dipartimento d origine? - Nel caso di assunzione di quote da parte dell Università, chi gestisce la partecipazione ai consigli di amministrazione, chi decide sugli aumenti di capitale e sulla cessione di quote ecc? - Quali sono i risultati principali sino ad ora raggiunti, e come realizzano le aspettative delle Università che hanno promosso il processo? Lo scopo di questa tavola rotonda è quello di cercare di conoscere come alcuni di questi problemi sono affrontati e, se possibile, risolti in altre realtà, seppur in contesti territoriali e legislativi diversi, metterli a confronto e cercare di capire quali best practices possano essere realizzate nella nostra situazione italiana di contesto. * Vincenzo POZZOLO: Professore Ordinario al Politecnico di Torino, attualmente presidente di I3P Incubatore delle Imprese Innovative del Politecnico di Torino, della commissione Spin-off del Politecnico di Torino e di PNICube, l Associazione Italiana degli Incubatori Universitari e delle Business Plan Competition, che ha fondato nel Dicembre del Nel 1996 ha promosso COREP un Consorzio che lega Università e Industria con l obiettivo di migliorare e gestire attività di educazione permanente, trasferimento tecnologico e programmi di ricerca congiunta. [5]

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7 interno_ws_torino :41 Pagina 7 CAPITOLO 1 LA GESTIONE DELLE SPIN-OFF ACCADEMICHE

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9 interno_ws_torino :41 Pagina 9 1. LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - Bart de Jong PARTICIPATION POLICY AT EINDHOVEN UNIVERSITY OF TECHNOLOGY (TU/E) Bart de Jong* The TU/e wants to facilitate and to stimulate the transformation of knowledge into business as much as possible, both in cooperation with existing companies and through spin-off com-panies of employees and students. In this paper the focus is on spin-offs. The TU/e wants to participate more often in spin-off companies by obtaining a "fair share". In this way the TU/e can share in the success of these spin-offs that originated from and were facilitated by the TU/e. Maximum profit is no primary goal; participation also has social and PR impact. Furthermore the TU/e puts a high value on future collaboration with successful spin-offs. This collaboration contains facilities, research and sharing knowledge and is recorded in a separate collaboration agreement. Of high importance for the TU/e is its status of "preferred research partner". TU/e contribution in kind, such as the use of infrastructure and facilities, housing and personnel are fairly easy to value. The TU/e contribution, consisting of (patented) knowhow, however is often hard to value, because it's based on years of research and development. To prevent long-lasting negotiations, the participation policy hereunder is introduced. Key issue however is to stimulate and not to obstruct entrepreneurship! Participation Policy The TU/e transfers (patented) knowledge to a spin-off. In exchange for this transfer the TU/e receives a royalty and/or a share in the spin-off company. 1. License agreement and royalty In case of well defined knowledge like patent or copyright and no additional facilities, a license agreement between the TU/e and the spin-off can be sufficient. In this agreement a royalty is determined, possibly with an upfront payment. The royalty percentage will be based on common practice. After deduction of all costs inventor(s) are entitled to 1/3 of the royalty income according to the "TU/e regulation patents and inventions", 1/3 is for the department and 1/3 returns to the patent fund. * Bart DE JONG: is a graduate in Landscape Architecture and Planning, Computer Science and Agricultural Law from the Wageningen Agricultural University in The Netherlands. He started his career in 1984 as a research scholar at the USDA ARS in Big Spring Texas USA and then moved on to the private sector. From 1990 till 2001 he worked for the Noord-Brabant Development Agency, at first as an innovation manager and later as managing director of a seed fund for high-tech startups. In 2001 Bart joined the predecessor of TU/e Innovation Lab as Startup Support where he puts his managerial experience to good use. [9]

10 interno_ws_torino :41 Pagina LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - Bart de Jong 2. Participation in return for IP Instead of, or additional to a license agreement, the TU/e can claim shares in the spin-off, to justify the costs the TU/e had in the past or will even have in the future. In that case the TU/e aims for a minority share of 5 30%. Depending on the nature of the contribution, especially when transferring a patent, a minimum of 5% will be stable in value. A percentage over 30% is possible in case of high dependency of the spin-off on TU/e activities and performance. A participation agreement will be drawn up. If the transfer of a patent is part of the participation agreement, the inventor(s) are entitled to obtain a part (max. 1/3) of the shares held by the TU/e. A guideline to determine the percentage for the TU/e in a spin-off is to found in appendix Participation in return for facilities Extra shares in the spin-off can be obtained by the TU/e in exchange for the availability of TU/e facilities; facilities like input of researchers, use of equipment, laboratories, office space, etc. These so acquired shares are on top of the shares under 2. above. 4. Duration and exit As long as the spin-off and the TU/e are cooperating and both parties benefit from this cooperation, the TU/e will hold the shares. If not so, the TU/e will start negotiations to exit, when ever this is economically possible and sound. The percentage deriving from this guideline will be the maximum share of the TU/e in a spin-off. In principle the TU/e always holds a minority share in a spin-off, unless the entrepreneur is still employed by the TU/e for over 50%. Furthermore, the guideline is exactly that. Every spin-off is different and will be valued individually. [10]

11 interno_ws_torino :41 Pagina LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - Bart de Jong Figure 1 - Guideline to determine the percentage for the TU/e in a spin-off 1. Does the spin-off want to use current or future TU/e knowledge, software, products, facilities, copyrights or patents and/or does it benefit from collaboration with the TU/e? NO Participation in the spin-off is not likely. YES 2. Is a viable business plan available, is there confidence in the entrepreneur(s), are the professor and the department in favor of collaboration with the spin-off and do they prefer this collaboration over licensing to a third party? NO Improve the business plan or decide that collaboration and/or participation is not possible. YES 3. Is the entrepreneur one of the moving spirits behind the TU/e-knowledge in question and is this knowledge achieved (also) by him/her? NO Raise the percentage with 5%. If the entrepreneur was involved for less then a year in a research project of several years add another 5%. YES 4. Is the entrepreneur self-sustaining from the start, i.e. does he/she take the risk to generate his/her own income? NO Raise the percentage with 10% for a part-timer (< 60%) and with 20% for an employee with a contract over 60%. YES 5. Are third parties, according to the professor and the department, highly interested in the IP of the TU/e, i.e. has this IP therefore provable value? NO The minimum percentage is 5%. Add up the outcome of 3. en 4. and continue at 7. YES 6. If this value is substantial (> E 500K) the choice at 2. probably would have been collaboration with a third party. Could the IP generate a substantial amount of income through licensing instead of starting a spin-off based on this IP? NO 7. Does the TU/e, after participation, bear costs directly related to the spinoff that it's not (fully) compensated for and/or does the spin-off has (exclusive) rights on future TU/e products or services, without compensation? YES YES Raise the percentage with 5%. Based on actual value calculations, the percentage can even be raised with 10%. Raise the percentage with 5%. In case of excessive costs, provable high value of new products and/or exclusivity the percentage could even be raised with 10%. [11]

12 interno_ws_torino :41 Pagina LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - John Heebøll MANAGING ACADEMIC SPIN-OFF John Heebøll* DTU is dedicated to furthering innovation and transfer of technology and inventions to industry and society, as indicated by a clear and unambiguous innovation policy, which has been implemented throughout the university at all levels. A comprehensive and rather complex framework has been set up to promote innovation in all its many forms, including a Tech Trans unit, a Venture Capital company, a science park, and entrepreneurship teaching and training. Company formation is considered an important source of innovation. DTU in general is very supportive to entrepreneurs and spin-off companies, while at the same time ensuring a fair revenue on university owned IP, made available to new companies. This paper presents the preconditions for university spin-off companies from DTU as well as most commonly applied principles for transferring university IP to said companies. Organisation The Technical University of Denmark was founded by world famous scientist Hans Christian Ørsted in 1829 to make use of scientific progress in the service of society by applying technology. To day, DTU is a leading technical university in northern Europe and benchmarks with the best universities in the world. As of January 1st 2007 The Technical University of Denmark has merged with Research Center Riso, the Danish Institute for Food and Veterinary Research, the Danish Institute For Fisheries Research, the Danish National Space Center and the Danish Transport Research Institute. The new larger university has retained DTU, The Technical University of Denmark, as its name. Framework Technical University of Denmark is as indicated by the name a purely technical university, and as such, one of the largest in Northern Europe. The university is internationally oriented, with internationally recognized centres of excellence within some fourteen scientific areas. The tech-trans activities are considered highly important and also referred to as the third leg : innovation, which again is considered the art of renewing industrial business processes through development and implementation of new and useful * John HEEBØLL, Associate professor - Dept. of Management and Production - Technical University of Denmark (DTU) [12]

13 interno_ws_torino :41 Pagina LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - John Heebøll technology and intellectual property in a collaborative effort with industry. DTU has developed a complex, yet efficient and concerted concept for furthering tech trans through licensing, collaboration and company spin-off. Tech-trans via licensing proprietary technology is handled by a central body: Department of Research and Innovation (AFI), which specializes in legal issues, agreements between industry and university departments as well as sales and marketing of university IPR. Turn-over is approximately 1-2 agreements between university and industry per working day, and 1 patent issued or sold per week. 4-6 people are involved at the operational level. Decisions on whether and how to handle a given patent are taken by a specific tech trans board with the university provost as chairman. University spin-out companies DTU offers a highly supportive and well developed framework for company formation, characterized by: 1. DTU encourages employees and students to consider starting up new companies. 2. Departments are dedicated to further innovation by supporting company formation 3. Knowledge based entrepreneurs have access to all kinds of facilities, consultancy and pre-seed capital. 4. The university has established paradigms for transferring university owned IP to start-up companies. 5. Selective entrepreneurship courses are available to master and Ph.D. students. See also Approximately 5 8 % of a year of students conclude these courses. Ad 1-2. Overall incentives and framework for TT and company formation The political interest in furthering the transition of Denmark into a knowledge-based society is outspoken. Universities play an important role in this context, and hence, DTU has developed and communicated clear strategies on furthering innovation and transferral of usefull technology and competencies to industry and society. The strategies are compliant with governmental policies within industrial development and entrepreneurship. To underline the importance and attention given to the issue, innovation is now considered the third leg with equal importance compared to teaching and research. This university management s unambiguous dedication to innovation has created the [13]

14 interno_ws_torino :41 Pagina LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - John Heebøll frame works for a variety of initiatives around the campus, and during the last ten years we have wit nessed the development of a professional tech-trans unit, departmental innovation managers to capture IPR, a major science park, a well supplied pre-seed Venture Capital investor, entre-preneurship teaching and training and consultancy and incubator facilities to students, employees and would be entrepreneurs. Ad 3. Pre-seed Venture Capital and Science Park facilities A central precondition for the creation of perspective spin-out companies with a growth potential is the availability of risk capital. A semi-public university-owned Venture Capital investor, Seed Capital Denmark is the single most important player in this context, being located on the campus, and with a special fund dedicated highrisk high-gain pre-seed investments. A major proportion of the successful part of spin-off companies from DTU have received their initial funding from this investor, which takes an active role in the management and in the further funding of it s portfolio. Thus, the Venture Capital principle of investing combined cash and competencies in startup companies is fully developed and implemented at DTU. See also The Venture Capital company is located at the university science park together with some 70 companies. (See also The science park is an integrated part of the campus and offers ideal conditions for the daily operations of small and medium sized technology based companies. A number of small service companies have been included to cater for the technology companies within administration, management, marketing, HR, R&D etc. Ad 4. University owned IPR invested in spin-off companies The Danish university law (L347) was enforced by January 1, 2000, transferring ownership of inventions made by university employees from employees to the university. An obligation to commercialize said inventions professionally and in due time went with it. Since then a set of best practices for selling university owned patents have been implemented by the central tech-trans unit, AFI. See: %20technology.aspx Principles for transferring IPR to start-up companies have been developed and tested also. Broadly speaking, inventions are handled en one of two ways. [14]

15 interno_ws_torino :41 Pagina LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - John Heebøll A. If the start-up company is viable yet without a venture perspective (significant growth and exit opportunities), patents are usually sold to the new company for a price that relates to handling costs plus an overhead. Thus, a company may acquire IP central to its future business area at a price that could amount to 50 to EUR. The price is case depending, so no fixed rules apply here. The tech trans unit (AFI) will consider whether exclusive or non exclu-sive license agreements sold to industry would offer a better revenue, but in general, AFI is in-clined to sell to the spin-off company provided there is a dedicated founding team, some management and a business plan. B. If the start-up company is a venture case, which again is demonstrated when Seed Capital Denmark or other pre-seed early stage Venture Capital companies have decided to invest in it, DTU will seek to secure a share in the upside by using its IPR as a non-cash contribution, and thus acquiring shares in the company. How much and on what conditions is case dependant. By example, DTU could set up an investment goal of 10% ownership when the evaluation of the company passes 1,2 mio. EUR. (DKK 10 mio.), but again, this is just an example. The details of the investment like due diligence, shareholders agreements, business plans etc., are usually handled by the founding team and the pre-seed investor with AFI observing the process. With the university shares comes the right to get information, but not to participate in the company management. Drag-along and tag-along rights and obligations are implemented in the shareholders agreement to protect the university interests in the exit situation. So far, the principle of shares in return for IPR has only been used in few cases, and we are still waiting for the first successful exit. It will happen at some point in time, and the revenues could be significant. However, there should be no doubt whatsover, that shares in spin-off companies are lottery tickets. The most important information at this point is that DTU takes ownership in return for IPR if the exit opportunities are interesting, without interfering with company management. The ratio between licensing cases and spin-off cases is around ten to one, and clearly emphasis is on the first without forgetting the last. [15]

16 interno_ws_torino :41 Pagina LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - John Heebøll Statistics Students 850 Ph.D students students (app master students, bachelor students) Collaborative and joint research and development: Activity level: 1 2 agreements per working day IPR: patents & exclusive + non-exclusive exploitation rights 135 patents filed and 48 IPR agreements since : internal costs 3.8 mio DKK ~= 0.5 mio. EUR Companies: spin-outs + start-ups 5-10 spin-outs per year. (app. 30 companies since 1998.) 95+ companies located in on-campus science park +500 mio DKK Venture Capital active on campus E ship teaching/training on graduate and postgraduate levels [16]

17 interno_ws_torino :41 Pagina LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - Jean-Claude Sabonnadiere THE GRENOBLE VIRTUOUS INNOVATION CHAIN Jean-Claude Sabonnadiere* Inside the Grenoble scientific area which includes universities and Research organizations, about researchers and research engineers are working on a wide range of sciences and technology, from basic mathematics and physics sciences through engineering sciences to medicine, biology and human and social sciences. In the history the transfer of research to industrial application has been pursued. According to the Innovation Law of 1999, the first French public incubator GRAIN has been created, in order to help scientist and research engineers to create start-up companies on their innovation programs. GRAIN, which became rapidly one of the most efficient French incubators, has coached more than 100 start-up projects and issued 68 companies. Recently GRAVIT in order to boost the transfer of ideas to projects and PETALE for coaching the start-up companies when they leave GRAIN after their creation have been launched. In addition, universities and research organizations, own subsidiaries which bear their shares in the start-up and support investments bodies like early stage funds and a business angels association. The GRENOBLE Scientific area includes 5 universities and 5 national research organizations. The overall GRENOBLE scientific population is about researchers and research engineers. Recently (1999) the French government has promulgate the Innovation Law, by which public researchers (and professors) have been authorized and even encouraged to create innovative companies (start-up), based on the application of the results of their researches. In order to promote the creation of the start-up, the French ministry of research, has an incentive policy to encourage universities to set up incubators, in which a project of an innovative company is supported by professional coaches, until the company is viable and can develop by itself. This concept of incubator is slightly different than the generic term of incubator which in various countries is a nursery where recent existing start-up may find space, services and coaching. As soon as the Innovation Law was launched, the institutional bodies of the GRENOBLE area joined their effort to create in 1999 the first French incubator named GRAIN (Grenoble Alpes Incubation). * Jean-Claude SABONNADIERE: Institut Polytechnique de Grenoble. Professeur Emerite. Advisor of the President of Institut Polytechnique de Grenoble. [17]

18 interno_ws_torino :41 Pagina LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - Jean-Claude Sabonnadiere During the same period, an effort has been made inside the universities to develop the entrepreneur spirit through appropriate tutoring methodology. Inside INP Grenoble we have set up a special entrepreneurship education group of 4 specialized teachers coming from industry. This group named «Cellule Entreprise et Innovation» must reach the following objectives: - Develop the entrepreneurship spirit among students - Train students by means of real projects allowing them to master all the financial, commercial, technical and human aspects of the firm - Make the student write and report about their business plan in front of a jury of professionals This course is optional and offered in all the schools of our institute and presently the number of students per year is about 200 and the number of business plans defended each year about 40. On the research side in each organization there exists an office for Technology transfer which is dedicated to help the laboratories in which, some researchers, wish to transfer the results of their research to industry or eventually, think to create a startup. As these tasks are the same whatever the organization may be it has been decide to join the efforts in this way by launching a consortium of 7 members named GRAVIT (Grenoble Alpes Valorisation Innovation et Technologie), which is a joint structure devoted to stimulate innovation based on research, by sharing the means and the tools of its individual members. The support provided by GRAVIT to the laboratories is described by the diagram of figure 1. These activities are conducted in tight coordination between GRAVIT and the Technology transfers offices of the members of GRAVIT. Figure 1 - GRAVIT and the laboratories Homogenising the IP management Detecting Labelling innovation projects for the proof of concept phase Market and technological maturing of innovation projects Licensing or incubation Promotion / marketing of technological offer Prospecting market and companies needs TTO s Gravit, with members Three activities: Detecting/Maturing IP management Promoting / Marketing / Prospecting [18]

19 interno_ws_torino :41 Pagina LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - Jean-Claude Sabonnadiere The detection of new projects is made according an annual «Focus Innovation» to stimulate the early identification of emerging projects. And brain-storming sessions with laboratories for identification of innovative and transferable ideas and projects. The financial and advising support for the market and proof of concept, consists in a clear and strong support of the proof of concept stage (Production of prototypes, of additional R&D, in order to be able to achieve a transferable process, Identification of its potential market) achieved through continuous counseling support and financial support, up to Euro for 18 months. Presently GRAVIT has been functioning for 2 years and the first results are a better processing of industrial property and an acceleration of the project proposed at GRAIN entrance. The common incubator GRAIN (Grenoble Alpes Incubation) receives each year a number of projects coming from the universities or linked to the public research. Figure 2 - The incubation process of GRAIN Team building Individual Coaching Driving and providing expertise marketing Strategy (business model & segments) business plan Training Networking Funds research After a period of about 19 months the project is transform into an innovative company which is normally able to run by itself the development scheme. Figure 3 - Number of companies issued from GRAIN Companies Started [19]

20 interno_ws_torino :41 Pagina LA GESTIONE DELLE SPIN-OFF ACCADEMICHE - Jean-Claude Sabonnadiere Since its foundation in 1999 GRAIN has issued more than 60 companies which created about 360 employment positions. These companies have raised 36 Millions of Euros from various funds, nevertheless this stage remain the weakest stage in start-up creation and development. Figure 4 - Fund rising from companies issued from GRAIN Funds rising (36 ME) Venture capital funds Business angels funds Funds research Love money 4 17 When a start-up is issue from GRAIN, generally its CEO need a coaching like he had during the period it was accommodated in the incubator. However the task of the incubator staff end normally after the company leaves the incubator. In order to compensate this need a nursery, named PETALE has just been created for start-ups issues from GRAIN or coming from outside. PETALE has been founded in order to answer the 3 major needs of the start-up: - Sales start and development mainly on export markets - Set-up fruitful partnership (commercial partners, industrial partners...)in order to increase the credibility and the value of the company - Funds research in consistence with objectives and business model of the company Its priority sectors are: Electronic substrates and MEMS, Electronic Design Automation, Energy (Fuel Cells, Solar Energy, biomass, Low energy tech), Paper and textiles technologies (manufacturing, printing...), Bio-systems, Medical engineering, Bio-information systems. Finally, the last need which the money necessary to start the companies is brought by two different ways, an investment fund called EMERTEC, for early stage (fig.5) money and GRENOBLE ANGELS, an association of more than 50 business angels, who invests in the new companies, but also go with the company CEO. [20]

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