GLOBAL BUSINESS

OPPORTUNITIES IN
THE AgE OF DIgITAL
TRANSFORMATION

ICDK.UM.DK
 SILICON VALLEY
Industrial Internet could
drive USD 7.1 trillion in MUNICH
incremental revenue in The German Government
the U.S., resulting in a has allocated EUR 200
2.3% GDP increase in million to Industrie 4.0
2030. as part of the High-Tech
Strategy 2020 Action
Plan. Over a 10-year time
span, the German
industry will spend
EUR2.5 billion on key
R&D automation and
manufacturing areas.

SAO PAULO
100% of manufacturing
industry directors perceive
Industry 4.0 as important
for their organization,
according to a recent
survey, and a majority
rate Industry 4.0 as
extremely important.

Traditional manufacturing is in the midst It is vital for Denmark to continue to be a

of its biggest shift since the Industrial
Revolution. Industry 4.0 is sweeping
across industries, changing everything
from production processes, business
models and customer relations to research
projects and national innovation
strategies. The driving force behind this
development is the rapidly increasing
digitization of our economy and society at
large, as well as a growing interest in
user-driven innovation and customer
centricity.
pioneer in innovation and digitization in
order to stay competitive. Companies
located in Denmark need to look ahead
and be prepared for competition in the
digital industrial transition. In the Danish
Governments recent growth strategy
Danmark i vkst significant emphasis is
placed on Danish companies realizing the
Industry 4.0 potentials.
Danish industries, small and medium sized
companies and research and knowledge

2
 tEL AVIV
Over 260 multinational
companies have SEOUL
opened R&D centers
South Korea is instal-
in Israel; in many
ling robots at a pace
cases, the first R&D
that is about four
center outside of their
times the global
country of origin.
average.

NEW DELhI ShANGhAI

Indias vision is to The internets
create 100 million estimated contribution
additional jobs by 2022 to Chinas productivity
in the manufacturing growth by 2025 is
sector. approximately 22%.

institutions, are leading in the areas of The potential is enormous: McKinsey

digitization, Internet of Things, and smart recently estimated that in Denmark alone,
innovations and design; all of which are there is 35 billion DKK in revenue, 23
critical key components in the current billion DKK in exports, and 10.000 new
industrial transformation. Denmark has the jobs to realize towards 2025. Similar
skills and knowledge to be an internatio- positive growth predictions are forecasted
nally recognized provider of innovative in the markets where Innovation Centre
Industry 4.0 solutions and smart services. Denmark is present.
However, many companies are unsure of
how to innovate, where to invest and
which partnerships to create in order to
maximise the possibilities that Industry 4.0
presents.

3
 MUNICH
Germany has one of the most competitive
manufacturing industries in the world and
Germany is uniquely positioned to tap into
the potential of a new type of
industrialisation: Industrie 4.0
Prof. Dr. Henning Kagermann, The Industry 4.0 Working Group
INDUStrIE 4.0 - thE GErmAN
FrONt-rUNNEr
Germany is one of Europes front-runners
within Industry 4.0, or Industrie 4.0, as
the transformation of the manufacturing
and production sector is called in
Germany. Germany is the EU country
investing the most in this transformation.
To maximize the potential of Industry 4.0,
the German government allocated EUR
200 million to Industrie 4.0 projects in
2015. Furthermore, the German industry
has spent EUR 316 million on investments
in Industrie 4.0 in 2013, EUR 425 million
in 2014, and the amount is estimated to
grow to EUR 2.616 million in 2020.
Besides the direct investments, it is
expected that the German industry will
spend EUR 40 billion every year until
2020 in indirect investments, such as
investments in sectors and technologies
and suppliers related to Industrie 4.0.
4
The German industry expects the invest-
ments to lead to annual cost reductions of
2.6% and the average efficiency rate to
increase by 3.3% per year.
With Industrie 4.0, Germany wants to
secure a pioneering role in industrial IT,
and to utilise the possibilities of revolutio-
nizing the manufacturing engineering
sector. In many ways, Germany is well
placed to utilize the possibilities of
Industrie 4.0. In contrast to many other
industrialized nations, Germany has
maintained a stable manufacturing labour
force while integrating new technological
developments into industrial products and
processes at an early stage.
It has one of the worlds most competitive
and innovative manufacturing industry
sectors, and an extensive know-how of
embedded and cyber-physical systems.
 MUNICH

RES
FACTS AND FIGU
investing the
an y is the EU-country
G er m mpanies
rie 4.0, and co
most in Indust ropes front
are among Eu
from Germany n of
implementatio
runners in the
Industrie 4.0.
ents
erman Governm n Plan,
Within the G 20 Ac tio
tegy 20
High-Tech Stra located to
m ill io n has been al
EUR 200
Industrie 4.0
, German
ear time span
Over a 10-y ing automotiv
e, automa-
, in cl ud
indu st ry and plant
te ch no lo g y and machine
tio n R 2.5
, will spend EU
manufacturing
R&D areas.
billion on key
are European
from Germany
Companies le of
the use and sa
leaders within
ts.
industrial robo

In Germany, the Industrie 4.0 concept
receives strong support from both research
facilities, the industry and the government.
Their collaboration is one of the corner
stones of the German Industrie 4.0 strategies.
Since 2006, the German government has
been pursuing a High-Tech Strategy, to
ensure Germanys strong competitive
position through technological innovation.
The latest policy initiative, the High-Tech
Strategy 2020 Action Plan, revolves
around 10 strategic initiatives, of which the
Industrie 4.0 project is seen as a major op-
portunity for German industry and R&D.
Initiatives in South Germany
and the Munich area
Although all 16 German Lnder focus on
Industrie 4.0, the agenda is particularly
strong in the southern Lnder Bavaria and
Baden-Wrttemberg, which are traditional
strong manufacturing and production
regions.
Industrie 4.0 is a prime concern in Bavaria
and deeply intertwined in its ICT efforts
and investments. The view in Bavaria is
that Industrie 4.0 will mean a fundamental
change in the industrial processes and will
last for the next 10-15 years. Industrie 4.0
is closely tied to the need to secure the
future of German industry. The starting
point in Bavaria is the digitization of the
entire industrial sector. This cannot be left
to the market itself, and the Bavarian
government therefore invests in new
technology, as well as puts frameworks in
place to ensure that the technology is also
used at the SME level.
The Bavarian government basically belie-
ves that companies have two options: To
continue status quo and not invest in new
developments, whereby they lose. Or, to
take advantage of digital opportunities
and invest in new technology.
With Bavaria Digital, the Bavarian State
Government has issued a policy with a
strong notion that development of applied
research must be strengthened in order to
accelerate the implementation of R&D
results in products and services. The
government invests in universities, re-
search facilities, and technology transfer to
SMEs. The strategy for Bavaria Digital has
three focus areas:

5
 MUNICH
1. Research and technology platforms,
including Industrie 4.0 networks. The total
investment of Bavaria is EUR 1.5 billion in
digital infrastructure - EUR 80 mio for
applied research and technology platforms
2. Start-ups
3. SME support: One of the challenges is to
strengthen the industrial intermediate,
i.e. small and large SMEs and to help them
with technology transfer. Bavaria has a
very high number of medium-sized compa-
nies and 50% of the SMEs export. Bavaria
therefore sees international collaboration
as critical.
Challenges
A fundamental challenge is whether German
companies are ready for Industrie 4.0. The
corporate landscape in Germany is domina-
ted by small and medium-sized businesses,
meaning that the future competitiveness of
the German economy relies on the perfor-
mance of the SMEs. Research shows that
two thirds of German decision makers
running their own companies lack digital
skills. SMEs and mid-sized enterprises, in
contrast to corporations, see more risks
than opportunities and almost everyone is
concerned about their data.
Another challenge is related to jobs, where
the main concern is that Industrie 4.0 will
allow companies to vastly expand their
operations without necessarily creating
new jobs for the workforce. Hence, the
educational aspects of Industrie 4.0, and
the establishment of new education
programs is a focus area.
CASE
ITS OWL
In February 2012, the German Federal
Ministry of Education and Research
announced the Its OWL (Intelligent and competitiveness of manufacturing
Technical Systems OstWestfalenLippe)
high-tech strategy as one of the
winners of its Leading-Edge Cluster
competition. Its OWL is a science and
industry technology network, which
aims to set international standards in
the field of intelligent technical
6
As production-related information plat-
forms will play a central role in Industrie
4.0, there is a need for improvement of ICT
manufacturers from Germany. The ICT
manufacturers in Germany only have a
small market share in the fields of IT
security and mobile internet services.
Finally, investment readiness is a concern.
If it is not possible to generate the neces-
sary investments (especially access to
venture- and growth capital), competitive-
ness is at risk.
Danish possibilities
Germany is facing a major digitalization
upgrade, both within the industry and the
entire public system. Denmark already has
digitalized big parts of the public sector
and communication and has gained a
profound knowledge of how to implement,
plan, and execute a digitalization process.
These competencies, as well as the agility
of the Danish ICT companies, makes
Danish technologies and innovation
know-how attractive to the large German
industrial companies - mainly as sub-sup-
pliers, but potentially also as partners.
According to the second edition of the
German Industrie 4.0 Index, 57% of
German industrial companies believe that
they will significantly alter their business
model over the next five years, due to the
digital revolution in the industry. Taking
into consideration that Denmark is a
frontrunner of digitalization and the fact
that Germany is now investing heavily in
its digitalization process, there is a basis
for establishing valuable partnerships.
systems. The cluster makes a signifi-
cant contribution to the innovation
and production in Germany.
Its OWL is currently the largest
Industrie 4.0 project in Germany, with
solutions being developed in 45
different projects and a budget of
around EUR 100 million.
 MUNICH

CASE

trUmPF

TRUMPF is a leading global techno- Japan, Mexico, Austria, Poland, Switzer-

logy company, with machine tools,
laser technology, electronics, and
medical technology as its business
fields. Products manufactured with the
companys technology can be found in
almost every sector of the industry.
TRUMPFs machine tools used in
flexible sheet metal processing, as
well as industrial lasers. In 2012/13,
the company which has approxima-
tely 9,900 employees achieved sales
of EUR 2.34 billion.
With more than 60 subsidiaries and
branches, the TRUMPF Group is
represented in almost all countries in
Europe, North and South America, and
Asia. It has production facilities in
Germany, China, France, Great Britain,
land, the Czech Republic, and USA.
TRUMPF has been a member of the
Industrie 4.0 Working Group initiated
by the federal government since 2011
and has made significant contributi-
ons to the definition of the smart
factory.
TRUMPF is also active in the Plattform
Industrie 4.0 management board and
steering group set up by the VDMA,
BITKOM and ZVEI industry associati-
ons. Alongside projects like CyProS
in which 20 partners are conducting
research into the implementation of
cyber-physical production systems
TRUMPF is also working to create
solutions for more productive and
efficient production processes.

The German High-Tech Strategy is now being extended to an

innovation strategy, which will establish Germany as an
attractive destination for innovation. Regarding research in
future technologies, Germany is trying to reach Weltspitze in
all disciplines Germany cannot be satisfied with mediocrity
Chancellor A.Merkel

7
 NEW DELHI

The main areas of innovation

in Industry 4.0 in India centre
around soft floor automation,
replacing manpower, smart
manufacturing and smart
products
Damodar Sahu, Industry Advisor - IoT, Industry 4.0,
Smart Manufacturing & Services,
Manufacturing & Hi-Tech Industries

MAKE IN INDIA

Through advancements in manufacturing from 16% to 25% by 2022.

and by adopting the possibilities in
Create 100 million additional jobs by
internet and information technology, India
2022 in the manufacturing sector.
has gradually been making its way as the
Digital factory of the world, whilst Ensure sustainability of growth, par-
managing to create a better environment ticularly with regard to the environment.
for its manufacturers. India is now focused
Improve and protect the intellectual
more than ever before on making ma-
property rights of innovators and
nufacturing one of its strongest offerings.
creators by upgrading infrastructure, and
The Prime Minister of India, Narendra using state-of-the-art technology.
Modi, launched the campaign Make in
With a strong support towards digitization
India to promote world-class manufactu-
of the Indian industries as well as an
ring. Make in India aims at turning India
increased focus on manufacturing, the
into a global manufacturing hub. The key
government, together with the private
vision is to:
sector, works towards making the concept
Enhance global competitiveness of the of Industry 4.0 a success story for India.
Indian manufacturing sector.
Increase manufacturing sector growth to Industry 4.0 - main innovation
12-14% per annum over the medium focus in India
term.
Indias present focus on securing manufac-
Increase the share of manufacturing in turing growth through initiatives such as
the countrys Gross Domestic Product Skill India and Digital India along with

8
 NEW DELHI

Bosch India is a key

partner for connected
production as we have
implemented several
Industry 4.0 solutions in
our own facilities
Pravin Pathak, Deputy General Manager,
responsible for the realization of Industry
4.0 projects for Bosch in India.

Make in India, have created substantial ons to form an important aspect in

impetus for the country to become the preparing India for leadership in Industry
next digital factory of world. The Skill India 4.0
initiative focuses on scaling up skills
Working towards an increased adoption of
training efforts in order to meet the
advanced manufacturing practices, Indias
demands of employers and drive economic
first smart factory is being set up at the
growth. The Digital India initiative aims to
Indian Institute of Sciences (IISc) Centre
transform India into a digitally empowered
for Product Design and Manufacturing
society and prepare the country for a
(CPDM) in Bangalore with seed-funding
knowledge-based transformation. These
from The Boeing Company. It will be a
strategic initiatives support key industry
scaled-down version of manufacturing, and
4.0 areas like:
will not have the numbers of an actual
Digital Supply Chain factory. The set-up will be comprised of
intelligent data collection & collation
Connected factories connecting Indian
systems, enabled by IoT. The net-
manufacturing enterprise for control and
work-enabled framework employed for
benchmark against global standards
manufacturing will provide a scope for
Flexible manufacturing to support mass increased autonomy and increase the
customization challenges from a global performance of the manufacturing unit.
customer segment
While IoT forms an integral part of Industry
Improved quality standards through Big
4.0, there is also a need for building a
Data and information infrastructure
more robust security infrastructure to
Collaborative development ensure data security. There could be
challenges with regards to practical
Skill development and utilization by
application of smart factories if the data
implementation of educational structures
security issues are not addressed.
and didactic approaches from corporati-

9
 NEW DELHI
One of the main challenges in India in
regards to Industry 4.0 is the lack of
knowledge for implementing smart
technologies at manufacturing and
production sites. The companies are either
not aware or dubious of what benefits can
be derived through the retrofitting of
smart devices into their production line.
This is an area where Danish competen-
cies can assist Indian manufacturers and
equipment suppliers in identifying new
revenue streams in production technologi-
es through digital solutions.
Additionally, another main challenge to
widespread application of Industry 4.0 in
India is the availability of skilled labour to
support manufacturing growth. The
average factory worker in India currently
lacks the skills to adopt new technologies
on the factory floor. To seize the opportu-
nities available, India must identify ways
to increase the productivity of labour and
to enhance growth prospects.
Indias manufacturing companies risk
falling behind their global counterparts,
especially, when it comes to development
of new proprietary technologies and
patents. Hence, India could take advanta-
ge of the IoT technologies and add both
manufacturing and product capabilities in
addition to services.
CASE
BOSCh & INDUStrIES 4.0 SmArt
mANUFACtUrING INDUStrY, mADE IN
INDIA
A 3000 people strong manufacturing
plant, in Nashik, Maharashtra is
powering Boschs implementation of
Industry 4.0 across India. It serves as
a pilot environment and supports
deployment of the companys techno-
logy in the country. Mr Pravin Pathak,
head of Industry 4.0 for Bosch India,
estimates that 13 of the 15 Bosch
factories in the country have already
implemented smart manufacturing to
varying degrees.
Bosch is bringing wearable tech to
industries, reinforcing Mr Pathaks
10
Opportunities for Danish
companies
India, with its rapid growth and foreign
investment strategies is poised to become
one of the top three growth and manufac-
turing destinations by 2020. With strong
technical and engineering talent, compara-
tively lower cost of manpower and most
importantly, being home to some of the
largest IT consulting and services compa-
nies in the world, India offers a strong
platform for collaborative growth with
Danish players. Areas of particular interest
include:
Co-creation of new technologies and
products for the global market with
Indian giants like TATA and WIPRO and
other companies.
Forming strategic partnerships with
IoT-solution providers like Intel, CISCO,
GE, who have established their core
R&D facilities in India.
Accessing one of the fastest technology
adoptive markets with more than 500
million potential urban customers.
Innovating through innovation clusters
and research hubs across the country,
which are led by global companies and
government institutions.
belief that not all Industry 4.0
solutions are capital intensive. In Ban-
galore, Bosch associates have smart
watches that warn them of impending
machinery malfunctions.
At Gangaikondan, the company uses
smart phones to control heating,
ventilation, & air-conditioning units
and improve energy savings.
By improving cycle and mean repair
times, the company is striving to
achieve better productivity and
quality. At their manufacturing plant in
Chakan, Bosch has achieved a quality
level of almost zero defects. The
company is well on its way to build
connected and smarter factories.
11
 SO PAULO

The progress of Industry 4.0 in Brazil depends on

greater knowledge by companies of the gains
derived from digitization, both with regard to
increased productivity, to opportunities for new
business models, flexibility and customization of
production, and for reducing the time to launch
products on the market
Renato da Fonseca, Executive Manager at Research and Competitiveness department,
Brazilian National Confederation of Industries, CNI

DIGItALIZAtION IN mANUFACtUrING
INCrEASED PrODUCtIVItY IN BrAZIL
Brazil has the seventh largest economy
worldwide and the worlds sixth largest
labor force. However, from 2000 to 2010,
the Brazilian labor productivity within
manufacturing grew by only 0.6% a year
in average. This is a relatively low growth
rate compared to other countries such as
U.S, France, Japan, UK and South Korea,
which all record an annual growth rate
between 3-8% during the same period.
The low productivity in manufacturing is a
key concern to both government and
industry organisations as Brazil is strugg-
ling to tackle the current economic crisis.
OECDs economic survey for Brazil 2015
points out that economic growth in Brazil
will increasingly depend on productivity.
High trade protection and weak competiti-
ve pressures has been holding back
productivity and Brazil has not benefited
from the productivity gains associated
with global trends that have shaped
industrial production elsewhere.
Notwithstanding the challenges of an
economic crisis, the development also
poses opportunities. More than ever
Brazilian industry is now forced to adjust
to a more competitive environment and
companies are very much aware of the
potential of new digital technology and
solutions to cut costs and increase
productivity.
Industry 4.0 focus in Brazil
The public universities and ICT research
centers provide the backbone for Industry
4.0 developments in Brazilian manufactu-
ring, for example facilitating both the use
and the development of automation and
robotics. The Brazilian National Confedera-
tion of Industries has formulated the
ambitious goal to ensure an average
annual productivity growth rate of 4.5%
between 2011 and 2022 by becoming a
vital player in global robotics both as a
producer and user. According to the

12
 SO PAULO

RES
FACTS AND FIGU
das
FIESP (Federacao o)
According to Sa o Pa ul
tado de
industrias do es ro bo ts ha s increased
s of
Brazilian import t since
te of 20 percen
at an annual ra
2013.
rvey amongst
In a recent su s in
industry director
manufacturing on de nt s perceive
the resp
Brazil, 100% of eir
important for th
Industry 4.0 as te d
d a majority ra
organization, an rt ant.
extremely impo
Industry 4.0 as
arket
th largest ICT m
Brazil is the fif pe nd itu re.
rms of ex
worldwide in te
s increased
strial robots ha
Import of indu % since
owth rate of 20
at an annual gr
2013.

Federao das Indstrias do Estado de machines. These types of technologies are

So Paulo (FIESP), import of industrial
robots has increased at an annual growth
rate of 20% since 2013.
The successful collaboration between
aircraft manufacturer Embraer and the
Technological Institute of Aeronautics (ITA)
and University of Sao Paulo (USP) illustra-
tes that a strong interplay between
government, academia and business can
be a great solution for securing both
qualified workforce and achieve higher
productivity through digital innovation in
industrial manufacturing.
Apart from aeronautics, when looking at
how the different Brazilian industrial
sectors use digital technologies, it is clear
that the strong Brazilian electronics
manufacturing sector is leading in applica-
tion of digital technologies in all stages of
the production chain: production process,
supply chain development and product
development.
However, as a general feature, Brazilian
industry has implemented industry 4.0
technologies first and foremost in the
production processes, for example in the
form of monitoring and use of sensors on
widespread for example in the Brazilian
energy sector.
When looking at the potential benefits of
implementing innovative Industry 4.0
solutions and technologies, the main
benefits that the Brazilian manufacturers
expect to achieve are the following:
Reduce operating costs
Increase productivity
Improve the quality of products or
services
Optimize automation processes
Improve decision-making processes
Develop more customized products or
services
Challenges for Industry 4.0 in
Brazil
In spite of a 20% annual growth rate in
the import of robots, which indicates an
increased adoption of digital technologies,
the implementation of Industry 4.0 still
faces a number of barriers in Brazil.

13
 SO PAULO
The pressure our country is undergoing requires that the
efficiency increase needed for Brazils infrastructure and
industry be treated as a key factor of success for our
companies and for our economy. With this in mind,
Siemens kicked off in 2015 a debate about opportunities
that digitalization offers. This global macro-trend, which is
revolutionizing manufacturing, trade, technology and
society in an increasingly faster manner, will enable
enormous gains in productivity.
Paulo Ricardo Stark, President and CEO of Siemens Brazil
A survey performed by Siemens with
manufacturing directors in Brazil, shows
that cost of hardware and software (46%),
lack of external support services (42%),
lack of skills availability (38%) and lack of
knowledge (36%) are perceived as the
main barriers for Industry 4.0 adoption.
These findings align with those of the
National Confederation of Industry Brazil
(CNI), which also point to these factors in
addition to barriers such as difficulties in
identifying technologies and partners, a
lack of appropriate credit lines and a lack
of clear return on investment.
On the other hand, according to the same
Siemens survey, 82% of participating
CASE
DANISh-BrAZILIAN rESEArCh
COLLAbOrAtION WIthIN COmmUNI-
CAtION tEChNOLOGIES
Reliable wireless connections and
cyber-physical systems form the basis
of the fourth industrial revolution -
analytics, cloud and IoT are funda-
mental to any industry 4.0 develop-
ments, be it in the automotive
industry or the health sector. Within
these research fields, Danish-Brazilian
ties between researchers at DTU and
14
Brazilian manufacturing companies find
Industry 4.0 extremely important for their
organisation. In Brazil, the large compani-
es are more likely to implement digital
technology in general, especially in order
to increase efficiency and productivity.
Small companies are more likely to adopt
technologies focused on product or service
development.
Possibilities in Brazil
The awareness among Brazilian manufactu-
rers of the need to innovate and the
potential benefits of Industry 4.0 solutions
points to a positive market potential in
Brazil. This is supported by the fact that
the Universidade Federal de Pernam-
buco have been growing stronger
since the initial contacts were made in
2009, focusing on different areas of
applications in new communication
technologies from connected cars to
e-health solutions. Prof. Lars Dittman
of DTU Photonics and Prof. Divanilson
R. Campelo of Universidade Federal de
Pernambuco are currently leading in
the development of a common
Horizon 2020 research proposal within
IoT pilots.

CASE
NOrDIKA
Nordika in Brazil was born as a
spin-off of the NNE Pharmaplan for
the Latin American market in 2015 and
has since been growing in number of
staff from 0 to 75 in less than three
years.
Within pharmaceutical production,
Nordika offers advice on the integrati-
on of automation and data exchange
in manufacturing technologies.
Handling and validation of data and
data integrity is crucial in pharmaceu-
tical production and is one of the
areas in which Nordika has found
business opportunities in building up
expertise.
although benefits are perceived as high,
most companies still expect to implement
new digital solutions. In fact, in a survey
conducted by Siemens, all manufacturers
had already conducted an ROI (Return on
Investment) assessment even though
digital solutions had not yet been imple-
mented.
Nevertheless, the concerns raised by the
Brazilian industry regarding the barriers to
implementation of Industry 4.0 solutions
suggest that any company considering
SO PAULO
In 2016 Nordika was selected as best
supplier of projects and installations
for the pharmaceutical industry by the
Brazilian industry association Sindus-
farma, and awarded the prize as the
company of the year both in 2014 and
2015 by ISPE Brazil Affiliate, as a
result of their unique ability to identify
opportunities in the manufacturing
processes in which automation and
digital technology could be applied for
improved product security.
Thus, Nordika has managed to take
advantage of the demand for consul-
ting on how to implement digital
technologies efficiently in the pharma,
biotech and medical industries.
engaging with the Brazilian market for
digital solutions in the manufacturing
industry need to have a well prepared
business plan they should develop
business models that showcase the
benefits in terms of increased productivity
and lower costs; acknowledge the limited
possibilities for large technology invest-
ments; and provide viable solutions for the
manufacturer to handle the lack of skills or
lack of external support services needed to
maintain and promote investments in new
digital solutions.
15
 SEOUL
South Korea was the fast-follower
in the industrial age back in the
1970s and 1980s. However, the
country rose as a global leader in
the information age. If we unite
and go faster, then the country
will also become a leader in the
fourth industrial revolution.
Huh Chang-soo, chairman of the Federation of South
Korean Industries (FKI).
INDUStrY 4.0 IN SOUth KOrEA
Manufacturing constitutes the backbone of
the South Korean economy. The strength
of the national industry is facing two
major long-term problems: Chinas rise in
industrial sophistication and increasing
labour costs combined with falling export
prices.
Deutsche Bank senior economist Juliana
Lee outlined how these two existential
threats has squeezed South Korean
manufacturing in between a rock and a
hard place. China has progressed forward
in industrial sophistication over the last
few years. In fact, the technology gap
between China and South Korea, which
measures how long it would take for
China to catch up with South Koreas
technology, has narrowed to 1.4 years in
2014 from 2.7 years in 2008.
According to experts from the South Korea
Chamber of Commerce and Industry, for
South Korea to upgrade its manufacturing
competitiveness the country should
urgently tackle several tasks. Above all,
16
South Korea needs to speed up the
digitalizing of domestic manufacturing
facilities and improve productivity and
product quality at the same time.
South Korea is inspired by the German
focus on Industry 4.0, yet with a slightly
different approach, which can be descri-
bed as a smart manufacturing approach
instead of a full blown Industry 4.0
tranformation. The South Korean Ministry
of Trade, Industry and Energy has been
running a Manufacturing Innovation 3.0
campaign since 2014, modelled on
Germanys Industry 4.0 policy, but with a
stronger focus on updating and automa-
ting the manufacturing lines of small and
midsize businesses.
Industry 4.0 main industrial
and innovation focus
South Korea is split between highly
efficient manufacturing sectors dominated
by the conglomerates (automotive,
shipbuilding, semiconductor, ICT) and a
 SEOUL

RES
FACTS AND FIGU
ish 10,000
plans to establ 20.
South Korea 20
s in Korea by
smart factorie
ts at a
or ea is installing robo
Sou th K the global
ce th at is ab out four times
pa
average.
n rate is
rnet penetratio
Wireless inte mobile
h Korea has 4G ent.
. Al l of So ut
103% lopm
is under deve
network and 5G

vast number of SME manufacturers that
suffer from poor efficiency.
In order to enhance South Korean SMEs
competitiveness, the government has
decided to focus on increasing automation
in the manufacturing sector. The vision is
that by decreasing productivity cost, South
Korea will maintain the position as a
global manufacturing hub. This comparati-
ve advantage on manufacturing cost, via
robots and automation of process, builds

17
 SEOUL

on the competences within ICT and other Challenges and critical issues
high-tech related technologies. In 2015 IoT
was selected as one out of 13 new growth in South Korea and how they
engines in the South Korean economy. are being addressed
As part of South Koreas industrial
In 2014, South Korea had gained the
conversion plan creative economy the
highest robot density in the world due to
government has launched 17 new Centres
continued installation of a large volume of
for Creative Economy and Innovation
robots especially in automotive and
(CCEI). These 17 centres have been
semi-conductor industries. The average
established across the nation, to serve as
global robot density is about 66 industrial
The State level Innovation
robots installed per 10,000 employees in Centre a platform spearheading regional
innovation and entrepreneurship each
will
the lower
global the entry
manufacturing barrier
industries; thefor
targeting a specific industry and
most automated markets are South Korea,
Start-Ups and inspire
Japan and Germany, and South Korea is
mass technology area. Each centre is matched
innovation in the cash intensive with one of the South Korean
leading the race with 400 robots per
conglomerates.The CCEI in Gyeongsang
10,000 employees. According to Boston
robot industry
Consulting Group, South Korea is installing
focuses on smart manufacturing. This is
mainly due to the region being traditionally
robots at a pace that is about four times
Wang Bin, Director, Beijing based Cloud Minds Start-up a manufacturing area, as Samsungs and
the global average. As a result, robots in
LGs semi-conductor manufacturing plants
South Korea are projected to perform
are located here, along with a large number
around 20% of tasks by 2020 and 40% of
of sub-suppliers.
tasks by 2025.
Samsung Electronics is partner in the
The two South Korean conglomerates
Gyeongsang CCEI with the aim of using
Samsung Electronics and SK Telecom
their expertise in improving manufacturing
announced in May 2016 that they will
processes and enhancing the
jointly build a network for the IoT that will
competitiveness of SMEs in this region.
cover all of South Korea. The two
companies claim that this is the worlds
The original target for 2015 was to
first nationwide IoT network. Samsung
transform 100 pre-existing SME factories
Electronics and SK Telecoms IoT network
into smart factories, but the
will be available throughout South Korea
implementation rate has been faster,
by the end of 2016. It will be rolled out in
resulting in 140 conversions within six
Daegu first, the countrys fourth-largest city
months. Now Gyeongbuk CCEI is aiming for
with 2.5 mill inhabitants, where it will
a total of 400 smart factories by 2017 and
connect hardware for self-driving cars,
500 factories by 2020.
renewable energy, cloud platforms,
healthcare Big Data analytics, as well as
The key to this success is that Samsung
street-lights that collect air pollution
Electronics provides a customized solution
information and automatically adjust
for each selected SME factory with a
brightness based on weather conditions.
thorough analysis of the current status of a
company. Based on this analysis the
Together with the high speed broadband
relevant solution is developed and
and connectivity in South Korea this makes
implemented. Gyeongbuk Provincial
the perfect foundation for the use of IoT in
government and Samsung Electronics
the manufacturing sector. Especially to
provide 50% of the smart factory project
reduce development cost and time to
costs, while the rest is covered by the SME
market for SMEs. Sophisticated solutions
by itself.
for SME factories are in focus which
provide Danish system integrators with
good opportunities as it is the same kind
of manufacturing sector as in Denmark.

18

CASE
HANJUNG NCSY
The company HanJung NCSY has a
yearly profit of 377.4 million DKK and
328 employees. It is operating in the
sector of automotive components
manufacturer (WCS, lamp shields,
etc.). The starting point for its Industry
4.0 transformation was that the
management had difficulties in
managing the work site, and
information through barcode systems
resulted in inefficient handling of
manufacturing plastics used for
automotive connection. A wider
analysis suggested implementing MES
SEOUL
(Manufacturing Execution System) to
build real-time intellectualization.
The outcome of this process has been
a reduction on storage management
(0.35 million DKK, 23%),
improvements on productivity, better
distribution, work site safety by
manufacturing site innovative
activities, 56% time saved (from 120
minutes to 53 minutes a day),
improved work standardization (from
75% to 90%), and finally a reduction
of investment in resources and
products (0.17 million DKK each).
19
 SHANGHAI
One of the vital keys of Made in
China is the transition towards
smart/intelligent manufacturing
Keqiang Li, Premier of the Peoples Republic of China 2015
INDUStrY 4.0 IN ChINA AND
MADE IN ChINA 2025
Nowhere globally will Industry 4.0 have
greater impact nor provide bigger challen-
ges and opportunities than in China
known for being the factory of the world
with the most extensive manufacturing
ecosystems in the world.
Macroeconomic challenges such as an
aging population, decreasing manpower,
rising labour costs, and a growing middle
class are driving China towards an ambiti-
ous transformation plan Made in China
2025 (MIC 2025) directly inspired by the
German Industrie 4.0 initiative. The
long-term goal of MIC 2025 is to make
China a world leading modern manufactu-
ring powerhouse by 2049.
Acknowledging Chinas starting point as
being comparably less advanced and more
labour intensive than modern manufactu-
ring nations such as Germany and the US,
20
the first phase of MIC 2025 focuses on
increasing productivity, quality and
high-end value creation through automati-
zation and digitalization, and thereby
contributing to reinforced economic
growth.
Made in China 2025 is closely integrated
with another Chinese initiative - Internet+,
which aims at furthering the development
of mobile internet, cloud computing and
Internet of Things, and ultimately accelera-
te business development within E-com-
merce, industrial internet services and
finance.
Made in China 2025 innovation
strategies & tasks
The overall goal of Made in China 2025 is
to modernize and fundamentally upgrade
Chinas manufacturing industry.
 SHANGHAI

RES
FACTS AND FIGU
ribution
% - th e internets cont
Up to 22 2025.
in as pr od uc tivity growth by
to Ch
s leading
To da y, Ch in a is the world

robot market.

The following 9 strategic tasks have been
identified:
1. Encourage innovation entire sections of their applied research
2. Promote the use of integrated, digital
technology-focused manufacturing
3. Strengthening of the industrial base
4. Improve awareness of global Chinese
brands and product quality business and R&D
5. Increased focus on green manufacturing
6. Achieve technological breakthrough in
the 10 priority sectors
7. Improve efficiency and output in the
industries
8. Improve service-oriented manufacturing
and manufacturing-services
9. Globalize Chinese manufacturing
In order to accelerate the development
within the identified areas, the Chinese
government has established a number of
funds and supporting programmes. These
include Innofund, a public funding pro-
gram set to support domestic R&D activiti-
es, and funding reserved for upgrading
manufacturing capabilities of state-owned
enterprises (SOEs).
A clear indication of closer industry-acade-
mic cooperation is that an increasing
number of universities are now moving
departments out to companies and
manufacturing facilities in order to engage
directly in collaborative R&D.
Opportunities for Danish
From a Danish business and R&D perspec-
tive, a number of opportunity areas have
emerged with the MIC 2025 initiative.
Some of the main opportunities are
expected to appear within the following
themes:
Export of high-end manufacturing
equipment to China, i.e. within robotics
Standards, testing, compliance and
certifications a necessity for global
aspirations
Collaborative R&D and product
development
Environment & Green Tech. incl.
alternative energies and waste
management

21
 SHANGHAI

Investments from Chinese investors into millions of unskilled factory workers. This
Danish tech. companies concern is further reinforced by the general
low-productivity and the relatively high
Education and vocational skills training
proportion of poorly managed mega-sized
For Danish stakeholders, the most relevant State Owned Enterprises (SOEs) in China.
MIC 2025 priority sectors are:
This can potentially disturb the order and
1. Maritime Engineering, including high-
stability of China and is therefore a focal
tech marine equipment, marine
point of industry transformation. The
materials, ocean/deep-sea exploration
reform of SOEs has actively been slowed
and offshore renewable energy
down in order for China to be able to
The State including
2. Agriculture, level Innovation
high-end Centretransfer the laid off workers into other
will lowerequipment,
cultivating the entry barrier
high-end food for areas.
production & processing and large-scale
Start-Ups and inspire mass
farming systems
innovation in the cash intensive Global opportunities for the
3. Biomedical & advanced medical equip- Chinese manufacturing
robot industry
ment, including R&D and clinical trials,
products testing & compliance, digital ecosystem
health,
Wang high-end
Bin, Director, medical
Beijing baseddevices
Cloud Minds Start-up Just like Chinese consumers and busines-
4. High-End Robotics, including computer ses have embraced modern information
numerical control tools, robotics, and technologies leading China towards
high-end machine tools becoming a global leader within E-commer-
ce, fintech and mobile services, China also
sees great opportunities in digitalizing the
Chinas Industry 4.0 challenges manufacturing ecosystem to better serve
and opportunities the global market and reinforce its compe-
titive advantage.
Chinas large scale manufacturing eco-
system involves 150 million factory With advanced information technologies,
workers, five times the supplier base of fast and agile prototype capabilities, and
Japan, and has a modern infrastructure to its world-class manufacturing ecosystem,
reach global markets. China has become a very strong player in
the global markets and has the potential
These characteristics mean that China has a to disrupt value chains.
supply-chain with significant cost-advanta-
ges, making China the undisputed leader of Technical designs can be accessed and
production within industries such as solar modified from multiple locations around
panels, mobile phones, and electronics. the world and sent directly to manufactu-
rers for fast prototyping at relatively low
In the transformation of its manufacturing costs with all processes monitored and
capabilities towards automatization and supervised remotely.
digitalization aiming at higher-quality and
higher-value products, China is facing This is not just interesting for larger
tremendous challenges. corporates but certainly also for SMEs and
start-ups around the world as it no longer
A major concern of the Chinese requires a physical presence in China in
government is how modern manufacturing, order to utilize its manufacturing ecosy-
based on automatization, will affect stem.

22

The state level Innovation Centre will
lower the entry barrier for start-ups
and inspire mass innovation in the
cash intensive robot industry
Wang Bin, Director, Beijing based Cloud Minds Start-up
CASE
COOPErAtION bEtWEEN ACADEmIA
& ChINAS mANUFACtUrING
INDUStrY
Various cities in China have set up
Industry 4.0 research institutes; i.e.
Qingdao has cooperation agreements
with Germany, and Quanzhou in Fujian
Province has been nominated as the
pilot example city for implementation
of advanced manufacturing.
SHANGHAI
Leading universities have established
close R&D collaboration with manufac-
turing companies in high-tech zones
- often by moving departments into
the high-tech zones. Shanghai Jiao-
Tong University and Pudong District
have initiated collaboration on
establishing a state-of-the-art ma-
nufacturing industry zone, and Tongji
University has set-up an Industry 4.0
lab in order to train the next generati-
on of engineers.
23
 SILICON VALLEY
Gone are the days when manufacturers would produce x
number whether there was a market for it or not. You see
it at Boeing, in the auto supply industry, at companies like
Caterpillar, Johnson Controls and Rockwell Automation.
Anywhere the primary task is to make something better,
cheaper and with fewer people.
Fred Wentzel, Exec. VP of the National Council for Advanced Manufacturing
INDUStrY 4.0 thE AmErICAN WAY
Much has happened within U.S. manufac-
turing since the first Ford T model rolled
off the assembly line in 1908, embodying
the 2nd Industrial Revolution. Throughout
the 20th century automobile manufactu-
ring and other traditional production
industries were thriving. However, modern
US manufacturing is witnessing a revival,
adding 800.000 jobs since February 2010
in the sector. Today, computer coding and
robot-assisted production are replacing
workers to produce complex components
and early iterations of electronics.
This reversing trend may partly be accredi-
ted to the Advanced Manufacturing
Partnership (AMP) initiative launched in
2011 by President B. Obama, bringing
together industry, engineering universities
and the federal government to invest in
emerging technologies. The Public-Pri-
vate-Partnership devoted close to USD
600m as a kick-off, focusing on areas such
as manufacturing capabilities in national
security industries; time reduction in
generating and deploying advanced
24
manufacturing materials, establishing
leadership in robotics and increasing
energy efficiency of manufacturing proces-
ses. The AMP is led by Andrew Liveris,
Chairman, President and CEO of Dow
Chemical and Susan Hockfield, President
of MIT and comprises prominent members
such as Dow Chemical, Ford, Intel, P&G,
Stanford, MIT and UC Berkeley. The aim of
this national effort is to generate high-qu-
alified manufacturing jobs while improving
global competitiveness by focusing on
enabling innovation, securing a talent
pipeline and enhancing the business
climate. Consequently, although the
Industry 4.0 phenomenon was invented in
Germany, it is now gradually gaining a foo-
ting on the political and corporate agenda
in the U.S. with an American twist to it.
Key Industry 4.0 initatives
Several government initiatives have been
developed in continuation of the AMP
institutional body. These include the
National Network for Manufacturing
 SILICON VALLEY

RES
FACTS AND FIGU
have been
26 5. 00 0 m an ufacturing jobs st 7

e U.S. in the pa
re-shored to th g a significant
tin
years, represen
increa se .
prox.
uf ac tu ri ng w orkers make ap tio-
Man the na
year, topping
USD145.000 a
nal listings.
not using
companies are
87% of U.S.
turing.
smart manufac

Innovation (NNMI), the National Robotics
Initiative (NRI), the National Nanotechno-
logy Initiative (NNI) and Investing in
Manufacturing Communities Partnership
(IMCP) to name a few. All of them are
instrumental in accelerating and revolutio-
nizing U.S. manufacturing into its own
version of Industry 4.0, from which an
array of benefits can be derived:
Increased productivity, enabled by more
flexible and efficient manufacturing
processes to deliver higher quality
products at lower costs.
Automation of value chains, including
internal logistics and transportation
Greater coordination and management of
manufacturing workforce
Improved accuracy of forecasting
capabilities
Interdisciplinary collaborations between
different tiers of industry players and
public institutions
Stronger integration and better
application of data flows
Unlike other industrial hubs around the
world, high-potential opportunities reside in
the U.S. economy with its unique access to
Big Data through firms such as Amazon
and Google. As Big Data is one of the
prerequisites for realising the Industry 4.0
possibilities, the U.S. market has a key
advantage should industry players be able
to leverage the synergies between tech and
manufacturing corporations.
In 2014, AT&T, CISCO, General Electric, IBM
and Intel founded the Industrial Internet
Consortium (IIC), which in many ways is
equivalent to Industry 4.0 platforms in
Europe. The IIC is a global not-for-profit
partnership of industry, government and
academia, consisting of 251 members
varying from small and large technology
innovators, vertical market leaders,
researchers, universities and government
institutions. The platform aims to
coordinate and prioritise for the Industrial
Internet of Things (IIoT), and to enable the
technical applications required for the IIoT
by bringing together operational systems
i.e. machines, industrial plants and
information technology. The ICC also
focuses on software and integration in a
global marketplace. The outcome will be
more advanced communications networks,
multifunctional sensors and complex data
analytics software.

25
SILICON VALLEY
Academia and research institutes are also
heavily involved in innovating U.S.
manufacturing. One of the latest initiati-
ves, the ninth manufacturing hub awarded
by the Obama Administration, is The
Smart Manufacturing Innovation Institute.
Almost 200 partners: universities, non-pro-
fits organizations and industry partners
focuses on accelerating the development
and adoption of advanced sensors, data
analytics, and controls in manufacturing,
while reducing the cost of these technolo-
gies and radically improving the efficiency
of U.S. advanced manufacturing
Business opportunities
The trajectory towards Industry 4.0 not
only offers opportunities for American
companies to prosper, but certainly also
for Danish corporations to tap into the
positive wave. The American way of doing
business, especially out West is based
on openness, collaboration and sharing, a
way of working that fits the Danish
mentality well. Although the USA is home
to many of the worlds leading technology
companies, the more traditional
businesses, including manufacturing, are
in need of upgrades. Thus, Danish compa-
nies should proactively seek customer
opportunities and product and technology
partnerships.
CASE
LOCKhEED MArtIN AND NGRAIN
AIrCrAFt mAINtENANCE AND
INSPECtION
Lockheed Martin develops the F-35
aircraft. Along with the aircraft itself,
Lockheed Martin delivers F-35
sustainment support, which includes
training, prognostics and
maintenance. The challenge today is
to reduce spending and personnel
while at the same time enhance pilot
safety through optimal maintenance.
26
As a stepping stone, Danish or American
universities as well as networks and
consortiums, such as the IIC, can be used
to tap into the US market as sources to
new technology, human resources and
know-how. Some of the key areas of
interest, and suggested ways into the US
market, are these:
Danes are respected in the USA when it
comes to being flexible, delivering
quality and working with a global
mind-set. USA thinks global and seeks
partnerships globally as long as soluti-
ons provided are flexible, cost efficient,
and high quality.
Join networking and consortiums, such
as the Industrial Internet Consortium
Find ways to test and experiment fast
and in collaborative environments. The
American way of doing business,
especially out West is based on
openness, collaboration and sharing.
Danes fit well into this way of working.
Tap into Danish or American universities
and use that as a stepping stone into
the market as sources to new techno-
logy, human resources and know-how
Learn from re-shore initiatives as a
proactive way to not just regain jobs,
but to rethink production.
A novel solution to this is using an
interactive 3D virtual damage repair
and tracking solution, developed by
NGRAIN, that streamlines capturing
and communicates damage data. This
allows aircraft maintainers to capture
damage information within a detailed
3D virtual model of the aircraft, which
ultimately increases operational
availability of equipment and gives a
faster and much more efficient and
precise maintenance cycle with less
personnel.
 SILICON VALLEY

CASE

DEL PAPA DIStrIbUtING AND CISCO

BEEr DIStrIbUtION

Del Papa Distributing Company

distributes 10 million cases of beer
annually, from 30 suppliers. Their
challenge was to build a new headqu-
arter with state-of-the-art technology
infrastructure supporting physical
security, communication, collaboration,
product monitoring and more.

The result was a fully integrated

solution supporting numerous aspects
of the daily production, such as video
surveillance cameras, physical access
controls for gates and doors, tempera-
ture sensors in the warehouse and
keg vaults and wired and wireless IP
phones including in-person collabora-
tion across offices. All in one platform.
Cisco has provided the infrastructure
which provides a safe and secure
environment, improved collaboration
and more efficient warehouse
operations.

A bullet train is leaving the station, and it

promises to transform and propel U.S.
manufacturers who climb on board in a wave
of information technology known as smart
manufacturing. The big names are not just
aboard; theyre driving the train.
Brian Kennell, President and CEO of the U.S. and Canada Tetra Pak

27
 TEL AVIV

Denmark is considered by many in Israel to be the worlds

leading country in regards to clean environment, and
Israeli companies are eager to collaborate with the
countrys various entities academia, organizations,
companies and start-ups
Nadav Leshem, Marketing Manager, GreenQ

ISrAEL - AN INtErDISCIPLINArY
INDUStrIAL INNOVAtION HUb
With more than 6,000 start-up companies,
Israel is known for being an innovation
world leader within various technologies.
Multinational corporations have opened
hundreds of R&D and innovation centers
in Israel, either by acquiring an Israeli
start-up, or by establishing a R&D center
from scratch.
While there is no central, government-
initiated plan encouraging the Industry 4.0
revolution, the Israeli expertise in the
fields involved in this venture e.g. IoT,
Big Data, Robotics, Communications,
Automation, Sensors, E-Health, and Cyber
Security - creates a great diversity of
supply and collaboration opportunities for
a broad spectrum of interested
stakeholders.
With Denmark and Israel spearheading the
Cleantech Innovation, it is only natural
that these two countries should
collaborate in making their technologies
and know-how accessible to multiple
industries, all of which are seeking
financial, as well as environmental
sustainability.
The thriving Cleantech ecosystem in Israel
includes alternative and renewable energy
solutions (from creation, to collection and
distribution) and supporting technologies
(e.g. decreasing the amount of water
waste in solar panels cleanup, by using
special brushes developed by an Israeli
company), as well as smart sensors, which
help decrease the usage of energy in
homes, offices, and factories; Big Data
and analytics solutions, tracking and
optimizing energy-related processes;
Innovative Digital solutions, replacing
physical waste and its effect on the
environment etc.

28
 TEL AVIV

RES
FACTS AND FIGU
million
la tio n exceeding 8
With a po pu companies,
e th an 6,000 start-up
an d m or r of start-
highest numbe
Israel has the
The traditional in the world.
ups per capita
industry can be the mpanies have
ultinational co
Over 260 m ers in Israel; in of
many
catalyst of growth, if open ed R& D ce nt
tside
R&D center ou
it will integrate more cases, the first
of origin.
their country
R&D and innovation up companies
raeli IoT start-
Over 400 Is al s an d 23 sub-vert
icals,
e ve rt ic
Avi Hasson, Chief Scientist at the within fiv y of which
in Israel - man ise/
Economy Ministry, Israel. are operating er pr
Industrial/Ent
focuse on the ct or s.
Science se
Cleantech/Life

CASE

GrEENQ MAKING GArbAGE TrUCKS

SmArtEr

The Israeli start-up GreenQ was

founded in early 2015, to create a
better, more efficient way of collecting
waste in municipal environments.
Municipalities are wasting money and
time in their waste collection proces-
ses. While most companies trying to
solve this issue are tracking the waste
creation and collection by placing
sensors on garbage bins, GreenQ
places sensors on the garbage trucks. etc), thus saving 30% of operational
costs and reducing emissions. The
After the garbage truck has weighed municipalitys employees receive the
the collected bins, an algorithm data in real-time on their mobile
developed by GreenQ is applied, devices, enabling immediate action.
revealing a pattern of the waste The company claims that most
creation in different areas of the city at municipalities see a pattern within 30
different times of the year. Based on days and experience a return on
this data, the municipality can optimi- investment in less than a year. GreenQ
ze its waste collection timing, routes, already has partnerships with IBM and
and other elements (adding more Deutsche Telecom, is working with
garbage bins to a street and decrea- Israeli municipalities, and in discussi-
sing the number of weekly pick-ups ons with municipalities in Europe.

29
Innovation Centre Denmark helps
Danish businesses with research,
provide educational institutions
with access to international
knowledge and innovation
environments, as well as create
and develop connections and
business cases with an
international perspective.

The innovation centers also

promote Denmark as a leading
knowledge society in the world.

Innovation Centre Denmark is

established and managed as a
partnership between the Ministry
of Foreign Affairs in Denmark and
the Danish Ministry of Higher
Education and Science.

Whether you are a Danish

business, researcher, institution of
higher education, or public
institution, we help you operate
and grow globally through our
seven locations: Silicon Valley,
Shanghai, Munich, Seoul,
New Delhi, So Paulo,
and Tel Aviv.

INNOVAtION CENtrE DENmArK is founded on three pillars:

1 Research, innovation & education

2 Commercialization of innovation
3 Investment promotion

30
31
GLObAL PrESENCE

MUNICH
Royal Danish Consulate General
Sendlinger-Tor-Platz 10/IV
80336 Munich, Germany
Tel. +49 89 54 58 54-0

NEW DELHI
Royal Embassy of Denmark
11 Golf Links, 110 003 New Delhi, India
Tel. +91 11 4209 0700

SO PAULO
So Paulo Consulate General
Rua Oscar Freire 379, cj. 31, Cerqueira Cesar
01426-900 So Paulo, Brazil
Tel. +55 (11) 2127 0750

SEOUL
Royal Embassy of Denmark
501-ho, 272, Sowol-ro, Yongsan-gu
140-775 Seoul, South Korea
Tel. +82 2 795 4187

SHANGHAI
Innovation Centre Denmark, Shanghai
Shanghai International Trade Centre
Room 3101, 2201 Yanan West Road,
Changning District, Shanghai, 200336
Peoples Republic of China
Tel. +86 21 8025 0600

SILICON VALLEY
Innovation Center Denmark, Silicon Valley
200 Page Mill Rd, Ste 100
94306 Palo Alto, California, USA
Tel. +1 (650) 543-3180

TEL AVIV
Royal Embassy of Denmark
Museum Tower, 11th floor
Berkowitz Street 4, 6423806 Tel Aviv, Israel
Tel. +972 (0)3 608 5850

icdk.UM.DK