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Piano Operativo SPORTSYSTEM 10 2020

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Piano Operativo SPORTSYSTEM 10 2020 Rev 1/10/2020 DISTRETTO SPORTSYSTEM DI ASOLO E MONTEBELLUNA PIANO OPERATIVO 1. SCENARIO STRATEGICO DI RIFERIMENTO Breve introduzione contenente la vision e le principali indicazioni relative ai contesti geografici, settoriali e normative di riferimento. Il distretto dello Sportsystem di Asolo e Montebelluna costituisce un’eccellenza mondiale nel settore, grazie alla concentrazione di aziende flessibili, competenti, creative, nonché all’esperienza tecnica e tecnologica maturata grazie alla collaborazione tra aziende e centri di ricerca del territorio ed internazionali. Il mantenimento di una tale posizione di leadership richiede uno sforzo collettivo, volto ad affrontare in maniera sinergica e coesa alcune tematiche sfida di interesse comune ed applicazione diretta sia nella singola impresa che a livello territoriale. Tale modalità operativa permette di mantenere viva presso le aziende una cultura della tecnologia e dell’innovazione, portando allo sviluppo di soluzioni uniche e distintive per il distretto. Per essere protagoniste del mercato, reinserire le competenze tecniche e affermarsi come leader non solo nell’ideazione dei prodotti ma anche nella loro realizzazione le imprese devono focalizzarsi su ricerca e innovazione, di processo e dei materiali, migliorare le performance aziendali e la qualità dell’offerta mantenendola ai più elevati livelli competitivi. 2. STATO DI FUNZIONAMENTO Descrizione del modello organizzativo contenente informazioni sulle modalità di governance e indicazioni sulla composizione e sulla struttura del soggetto giuridico rappresentante Il distretto è rappresentato dal Consorzio UNINT. UNINT Consorzio per le integrazioni fra imprese, nasce nel 2004 in Unindustria Treviso per supportare le imprese nello sviluppo e nella realizzazione di progettualità comuni, fornendo uno strumento flessibile e già costituito. Oggi conta oltre 120 consorziati, associazioni di categoria, piccole, medie e grandi imprese del territorio e continua nella sua attività di sostegno nei progetti di aggregazione, siano essi finanziati o meno. Per questo motivo mantiene un confronto stabile con le imprese ed i soggetti della ricerca per la definizione di progetti di sviluppo e di innovazione ad ampio spettro: Innovazione di prodotto - Università di Padova, Unismart Innovazione di design : IUAV – New Design Vision, Galileo Visionary District (Scuola di Design) Innovazione di processo: Ca’ Foscari – Strategy Innovation Trasferimento tecnologico : T2I – Galileo Visionary District Quando i progetti si sviluppano all’interno del Distretto e godono di una agevolazione pubblica UNINT crea e partecipa a due Gruppi di Lavoro all’internodi ciascun progetto, composti da referenti delle università coinvolte e personale delle aziende dell’aggregazione, con i seguenti compiti: GdL tecnico per Individuare un coordinatore scientifico assistere il coordinatore nella gestione tecnica del progetto; avviare azioni di monitoraggio per garantire che i partner si attengano agli impegni presi in sede di presentazione del progetto; coordinare la comunicazione tra i partner e tra ciascuno di essi ed i fornitori; Rev 1/10/2020 organizzare riunioni periodiche per verificare lo stato di avanzamento dei lavori rispetto al cronoprogramma; GdL amministrativo per la gestione finanziaria del progetto: raccogliere e gestire la documentazione relativa allo svolgimento delle attività previste da progetto predisporre la documentazione amministrativa per le richieste di acconto e di saldo Oltre a ciò, analizzati gli obblighi che sono attribuiti al soggetto giuridico, Unint ha attivato una procedura di gestione delle attività finanziate condiviso con le imprese le rispettive responsabilità ed obblighi chiesto alle imprese di nominare un responsabile scientifico terzo per la verifica della corrispondenza tra le attività svolte in ciascuna fase di progetto e quanto indicato nella domanda di contributo. Inoltre, al fine di promuovere ulteriormente la collaborazione tra le imprese effettua costantemente uno screening completo delle agevolazioni relative a finanziamenti, contributi a fondo perduto e opportunità di finanza agevolata a livello camerale, regionale, nazionale ed europea; diffonde tali informazioni con comunicazioni ad hoc; assiste le imprese che vogliano accedere a tali opportunità 3. IL PROGRAMMA DI SVILUPPO 2020-2023 Il «Programma di Sviluppo 2020-2023» è volto a supportare progetti di collaborazione tra imprese che operano in filiera nei diversi ambiti, scarponi da sci, nordico e alpinismo, scarpe da calcio, tennis e basket, outdoor e calzatura sportiva, attrezzature sportive e abbigliamento tecnico, per favorirne la crescita promuovendo la ricerca e l’innovazione, la formazione del capitale umano ed i processi di internazionalizzazione. a) la predisposizione di una “Roadmap” OBIETTIVO GENERALE Promuovere e supportare progetti di collaborazione tra imprese per favorirne la crescita promuovendo la ricerca e l’innovazione, la formazione del capitale umano ed i processi di internazionalizzazione OBIETTIVI SPECIFICI Ricerca e utilizzo di materiali / tecnologie innovativi Integrazione nei prodotti delle tecnologie iot (internet of things) Supporto alle aziende nell’accesso ai mercati internazionali Inserimento di personale qualificato DIFFUSIONE Unint si occuperà delle attività di diffusione anche con la collaborazione dell’Associazione dello Sportsystem e previa supervisione e autorizzazione dei GdL tecnici di ciascun progetto. La comunicazione avverrà su due piani: - sensibilizzazione e animazione del distretto: incontri e workshop per approfondire e trasferire le potenzialità dei metodi utilizzati nei progetti ad un vasto gruppo di interlocutori interessati ai temi e alle attività svolte - utilizzo di canali di comunicazione e divulgazione di tipo tradizionale: sito Web del distretto, articoli di stampa, portali di divulgazione, materiale informativo redatto dalle università, pubblicazioni ufficiali delle università circa i casi di studio; Rev 1/10/2020 CRONOPROGRAMMA I progetti verranno realizzati nel periodo 2017/2020 b) l’indicazione dell’Ambito di riferimento rispetto alla RIS3 (rif. DGR n. 216/2017) SPECIALIZZAZIONE SETTORI SETTORI TECNOLOGIE DRIVER TRAIETTORIE DI SVILUPPO INTELLIGENTE TRADIZIONALI1 TRASVERSALI2 ABILITANTI INNOVAZIONE E TECNOLOGICHE Progettazione e tecnologie Micro/nano comparto avanzate di produzione Meccanica elettronica X Active ageing manifatturiero (punti 6, 7) componentistica Smart Manifacturing Materiali avanzati X Design meccanica Materiali innovativi e Calzatura Creative Industries biomateriali Sistemi avanzati di X Creatività biomedicale (punti 3, 4) produzione c) c) l’indicazione dell’Ambito di riferimento rispetto alla Strategia Nazionale Specializzazione Intelligente (SNSI) e alle Piattaforme Europee. Ambito di riferimento rispetto alla Strategia Nazionale di Specializzazione Intelligente (SNSI) 2014-2020 Aree tematiche Traiettorie di sviluppo Industria intelligente e Processi produttivi innovativi ad alta efficienza e per la sostenibilità industriale sostenibile, energia e Sistemi produttivi evolutivi e adattativi per la produzione personalizzata ambiente Materiali innovativi ed ecocompatibili Agenda Digitale, Smart Sistemi elettronici “embedded”, reti di sensori intelligenti, internet of things Communities, sistemi di mobilità intelligente Il Distretto potrebbe aderire al Cluster Made in Italy condividendone il programma e gli obiettivi. d) l’indicazione sulle linee di interesse in tema di internazionalizzazione. Per quanto riguarda l’internazionalizzazione la posizione delle imprese è di due tipi, le più grandi che grazie alla tecnologia (realtà aumentata, progettazione 3D etc. ) cominciano a non considerare più fondamentale la partecipazione a fiere internazionali, le medio piccole che invece hanno necessità di una vetrina prestigiosa. A causa dell’emergenza sanitaria derivante dal COVID-19 le imprese non hanno la certezza che le manifestazioni fieristiche possano svolgersi e con i calendari normalmente stabiliti. I processi di internazionalizzazione si stanno evolvendo e le relazioni trasferendo su piattaforme virtuali. 1 Settori tradizionali (Rif. RIS3-Veneto, agosto 2015): Per Smart Agrifood: agricoltura, allevamento, pesca, industrie di trasformazione alimentare. Per Sustainable Living: edilizia, arredo, turismo, illuminotecnica. Per Smart Manufacturing: meccanica componentistica, meccatronica, meccanica strumentale, meccanica di precisione. Per Creative Industries: calzatura, abbigliamento, concia, oreficeria, occhialeria, ceramica artistica, vetro artistico, turismo, cultura, mobile, moda. 2 Settori trasversali (Rif. RIS3-Veneto, agosto 2015): Per Smart Agrifood: packaging, energia, ristorazione, logistica, chimica, meccanica agricola, meccanica alimentare, biomedicale. Per Sustainable Living: meccanica, energia, mobilità, silvicoltura, biomedicale, chimica. Per Smart Manufacturing: agricoltura, edilizia, alimentare, packaging, ristorazione, biomedicale, comparto manifatturiero. Per Creative Industries: agricoltura, meccanica, chimica, biomedicale. Rev 1/10/2020 In un orizzonte di medio termine l’obiettivo è permettere a tutte le imprese di tornare competitive sui mercai internazionali con nuove modalità. 4. “BANCA PROGETTI CANTIERABILI” PER L’ATTUAZIONE DEI PROGRAMMI Creazione di un elenco di progettualità esecutive attraverso l’inserimento di schede di progetto riferite sia a progetti di “Ricerca, Sviluppo Tecnologico e Innovazione”, sia di “Internazionalizzazione”. È possibile indicare
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