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Asociación Clúster Alimentario de Galicia

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General Information
Year Established: 
Thursday, 20 May, 2010
Number of employees in the cluster organisation : 
6-10
Regions: 
Galicia
Cluster Excellence Label: 
Bronze Label
Other Label: 
Innovative Business Association
Membership to European Strategic Cluster Partnerships (ESCP-4i): 
Membership to other networks/partnerships: 
NameWebsite
clusters galicia
Cluster Management Team: 
NameSurnamePositionTelephoneEmail
Roberto
Alonso
Cluster Manager
+34981556062
info@clusaga.org
Languages spoken: 
English
French
Italian
Polish
Portuguese
Spanish
Sectoral and Industrial Focus
Sectoral Industries: 
Food Processing and Manufacturing
Technology fields: 
Food Additives/Ingredients/Functional Food
Food Processing
Food Technology
S3 EU priority areas: 
Food, beverage & tobacco products
Sustainable production & consumption
Emerging industries: 
Advanced Packaging
Blue Growth Industries
Logistical Services
Composition of the cluster
Total number of members: 
71
Number of SME members: 
47
Number of larger company members: 
11
Number of research organisations/universities/technology centres: 
5
Number of other ecosystem actors : 
8
Name and link of major players: 
NameWebsiteType
Universidade de Santiago de Compostela
University
Universidade de Vigo
University
Universidade da Coruña
University
ANFACO-CECOPESCA
Technology Center
Fundación Centro Tecnológico de la Carne
Technology Center
FEIRACO
Larger Company
Nueva Pescanova, S.L.
Larger Company
Bodegas Martín Códax, SAU
SME
Clavo Congelados S.A.
Larger Company
Aceites Abril S.L.
Larger Company
Asociación Galega de Cooperativas Agrarias - AGACA
Research Organisation
Torre de Núñez Conturiz S.L.
SME
Cluster Strategy
Mission/Objectives: 

The Strategic Plan of the Galician Food Cluster 2016-2020 defines four lines of action, hierarchised in two main axes, a dynamic horizontal axe and an instrumental axe, that contribute to the strategic objectives.

Central axis

L1: Promotion of R&D&I and strengthening of the innovative capacity

L3: Markets and internationalisation; access to new markets and adapt to consumer trends.

Dynamic horizontal axis

L2: Human capital, entrepreneurship, and progress towards the factory of the future.

Instrumental Axis

L4. Consolidation and projection of the Galician Food Cluster.

The lines of action are specified in 19 steps. Besides, Besides, a scale of operational objectives and activities, from the lowest to the highest level in terms of the degree of cooperation between the involved actors is identified: capturing and disseminating strategic information; identifying strategic challenges and potential synergies; evaluate the identified potential synergies, and identifying and promoting cooperation groups with common interests to generate cooperation projects. Thus, the dynamic cooperation is boosted among industry players, parallel to the competition, due to the fact that networking among the CLUSAGA partners is a key aspect for achieving the objectives.

Do you have a formalised strategy?: 
Yes
Do you have a specific strategy focus that addresses internationalisation ?: 
Yes
Services
Support services provided: 
Internationalisation support (= Access to third countries markets)
Facilitation of collaboration between members
Facilitation of cross-sectorial cooperation
Trend-scouting (Ideas for innovative projects)
Innovation Management / Support of innovation processes (internal, external)
Details of support services: 

The Cluster is responsible for coordinating the resources and skills of key players (companies, universities and technology centres) in the food sector, enabling them to work towards common goals. Specific areas[CAdG1] 

  • Services related with consumer, technological and competitive surveillance
  • Supporting the implementation of collaborative projects and promoting the dissemination and application of knowledge related with the development of new products and processes.
  • Activities related with training and new capacities in SMEs

International activities to improving market positioning strategy of Galician food companies, with special attention to market access and internationalization.

Cooperation Activities
International Cooperation
The main countries addressed by the cluster organisation through international activities: 
China
United States
Our cluster organisation undertook the following international activities to support our members: 
Participation at missions/events/study visits/fairs
Trans-national Cooperation
The main countries addressed by the cluster organisation through trans-national activities: 
Germany
Netherlands
United Kingdom
Our cluster organisation undertook the following trans-national activities to support our members: 
Participation at missions/events/study visits/fairs
Please explain: 

CLUSAGA, as part of its internationalization strategy, has established commercial branches in Shangai and New York and has participated in many trade missions during last years:

  • Direct missions: Cuba, EEUU, China, UK, Germany, The Netherlands
  • Reverse missions: India, Japan, Irlanda, UK, Poland, Czech Republic, Ireland, Canada, Australia, New Zealand, South Africa, USA, China 
Which clusters do you collaborate with?: 
EuroBioMed
Pharmagora
BIOIB
Danish Food
Portugal Foods
Apulian Agro-Food Technological District - Dare Puglia
Food Processing Initiative
NutriBioMed
Tecnologico Padano
Agropolis
Vitagora
Upper Austria Food
Scotland Food and Drink
InovCluster
Flanders Food
INNOSKART ICT Cluster
SKANES LIVSMEDELSAKADEMI
DISTRETTO AGROALIMENTARE
CORALLIA
Support Programmes
Participation in Funded Support Programmes: 
European ProgrammesProject NameName & Description (Regional/National)Link (Regional/National)
H2020
CIP/COSME
INTERREG

We have participated in various proposals submitted to the following calls:

COS-CLUSTER-2014-3-03 – Cluster Go International

COS–CLUSTER-2014-3-04-1 Cluster Excellence Programme

COS–CLUSTER-2014-3-04-2 Cluster Excellence Programme

MSCA-ITN-2015-ETN: Marie Skłodowska-Curie Innovative Training Networks (ITN-ETN)

INNOSUP-1-2015: Cluster faciltated projects for new value chains

MSCA-ITN-2016-ETN: Marie Skłodowska-Curie Innovative Training Networks (ITN-ETN)

 

 

INCluSilver 

The INCluSilver project aims to support collaboration between key stakeholders from different sectors to facilitate the development of innovative ideas in the field of personalised nutrition for the silver population. Personalised nutrition offers a new approach for helping citizens to adjust their dietary behaviour by advising food choices and eating patterns that fit their individual needs and are in line with personal preferences. The Silver Economy is driven both by the emergence of new consumer markets and by the need to improve the sustainability of public expenditure linked to ageing. Thus, stimulating the market of personalised nutrition products and services addressing the needs of the silver society can create a massive pull-effect on existing or emerging markets, as well as a huge impact on Health Care systems.

Health is considered to be one of the main drivers for food innovation in the global Food &  Beverage industry, largely due to the rising demand for healthy products by consumers, a demand which is supported by government, research and advertising agencies. Other crucial factors related to such growth include: an ageing population; an increase in purchasing power; a change in lifestyle associated with working habits; the increase in the cost of medical attention and disease treatment; the advances made in food technology and in nutrition research; and increasing awareness of the relationship between diet and health.  The concept of personalised nutrition is based on the fact that individuals respond differently to various nutrients depending on their physical/genetic structure. Thus, individuals may experience more or less benefit/risk associated with particular dietary components.

Personalised Nutrition (PN) offers a new approach for helping citizens to adjust their dietary behaviour via suggestions on food choices and eating patterns that fit their individual needs and are in line with personal preferences.

The Silver Economy (SE) is defined as the economic activity and consumer expenditure related to the specific population group of citizens over 50 years of age. The SE is comprised of a large part of the general consumer economy but with considerable differences in spending priorities and patterns. The SE is driven both by the emergence of new consumer markets and by the need to improve the sustainability of public expenditure linked to ageing.

The project INCluSilver intends to seize the opportunities linked to personalised nutrition and the ageing of the European population through a reinforced product and service innovation in different industrial sectors.

INCluSilver is funded under the Industrial Leadership Pillar within Horizon 2020 Framework (Innovation Action for SMEs).

TITTAN

The 'TITTAN' project, 'Translation, Innovation & Techonology Transfer in Ageing Network', aims to exchange and implement technological systems in the field of health between different regions of Europe, mainly focused on active aging of the population.

The project involves bodies in the field of health innovation in Germany, Scotland, Italy, Basque Country, Poland, the Netherlands and Galicia, being led in our community by Health Knowledge Agency (ACIS) and also collaborate other entities such as the Galician Food Cluster.

The three lines of action TITTAN project are:

  • Sharing best practices to promote the adoption of technological developments from outside to health systems.
  • Sharing best practices on how to promote technology transfer from health systems to the outside.
  • Promote the awareness of citizens on technological development for the management of aging, as well as the reflection on how the whole society can benefit from this commitment to technology.

For its implementation they are planned two phases: the first, which will run until September 2016, in which meetings and workshops among stakeholders for the exchange of good practices at European level and the development of an action plan to implement these experiences and ideas.

The second phase will aim to implement the plans developed above, as well as a monitoring process of the actions to provide the participating regions the opportunity to refocus the use of structural funds to more effective policies in the field of active aging.

The Interreg project

The Interreg Programme supports regional development in Southwest Europe financing transnational projects through the European Regional Development Fund (ERDF). The Programme promotes transnational cooperation to solve common problems in European regions, such as low investment in research and development, weak competitiveness of the small and medium-sized enterprises and exposure to climate change and environmental risks.

INNOFOODS

The INNOFOODS project studies the feasibility of product preparation with a modification of the processes, the incorporation of bioactive ingredients or ingredients with a nutritional profile in order to obtain new or improved food, adapted to the requirements of specific groups.

Thus, the aim is to contribute to the diversification, differentiation and a higher added value of food products by developing new products tailored to the new nutritional requirements, with formats and textures suited to the new consumer demand of certain specific groups. As a result, new products characterised at physicochemical, nutritional and organoleptic level are developed with applicable processes and technologies, as well as applicable regulations regarding health declarations and consumer information.

In 2014 and 2015, three projects were developed in this area, coordinated by the cluster with the participation of a total of nine partner companies and several technological centres.

Promotion
Success Story / Achievements: 

The Galician Food Cluster catalyses the synergies for the establishment of alliances and defines analysis, exploration and joint implementation actions abroad with the aim of improving the positioning in international markets.

Following this line, it identified China, the world largest food consumption market, as the first market in its international development. In 2013, the cluster established GLC Food & Drink China S.L with the support of the IGAPE and participation of partner companies, which established the business unit operating in China: Shanghai Galicia Business Consulting Co. Ltd, the communication and cooperation platform between Galician companies and institutions, Chinese distributors and consumers with the following objectives:

  • Developing the visibility of food products and wines of Galicia in the Cluster in China, positioning the Galicia brand in the Chinese market, extending its network of contacts with institutions and local media.
  • Analysing the intelligence business information in the Chinese market for businesses.
  • Supporting business throughout the development and consolidation of the market, increasing their presence and market reactivity, through the establishment and expansion of the business contact network.

The CLUSAGA defined the United States as the second market in its international development, as food market of strategic value. In 2014, the cluster established GLC Food & Drink USA S.L. with the support of the IGAPE and the participation of a consortium of partner companies, establishing the business unit operating in New York: Galicia Food & Drink USA Corporation as a platform for market access. In a second phase, in 2015 a second consortium of companies is incorporated into the platform established in the US market.

Why partners should choose you for cooperation?: 

The Galician Food Cluster states in its strategic agenda the objective of boosting participation in international R&D projects, while increasing and improving the visibility of international partners and the cluster itself. In order to achieve this, the CLUSAGA creates the European Projects Unit, which carries out the following actions:

 

  • Monitoring the R&D European Policy in areas related to the cluster.
  • Defining the profile of the cluster and the members identified to increase its visibility.
  • Identifying more suitable calls for the cluster and its associates.
  • Preparing and managing R&D international projects.
  • Searching partners for submitting project proposals.
  • Participating in international events and collaboration networks.
  • Establishing a network of contacts with potential partners.