PUIan eco-system eco-system

Bringing together research structures of excellence (27 laboratories including 10 CNRS UMRs, 1 CEREMA UMR, and 7 technology platforms.

The aim is to support project leaders from start to finish, with a“customer-centric” approach,from ideation to acceleration, including strengthening IP and developing qualified proof of concept.

Researchers

Companies

Students

Start-ups

Ambition and strategy

Innovators welcome!

Our ambition and strategy

PUI CY Transfer's ambition isaccelerate the dynamics of innovation in our region making it a “place to be” ecosystem for researchers, students, companies, and start-ups. In our innovation ecosystem, they will find a sympathetic and demanding ear for their innovation projects, and a range of facilities to help them implement them successfully.

Our strategy is based on 9 priority actions articulated around 5 pillars, ranging from training and development to company prospecting and project support, in order to meet the expectations of innovation providers and users.

See also

What is a PUI?
Our governance

3 examples of PUI tools
to boost your innovative projects

Technology expertise

Find and directly contact the right expert for your needs via our Konekti application: a matching application between laboratory and industrial staff, enabling direct exchanges on specific expertise and needs.

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Internal PUI financing

A unique scheme to help you finance your projects, recruit R&D staff at attractive prices and benefit from the infrastructures and services of PUI laboratories.

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Public funding linked to the PUI

Benefit from the DeepTech Grant, designed to support the start-up and market access potential of innovative technological projects carried out by PUI founding members.

Further information
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And that's not all!

Many other schemes are available

See also

PUI laboratories
The Genius Platforms
Our advice and tools
The 5 pillars of our action

The 5 pillars of our action

Objectives: maintain an environment favorable to the emergence and maturation of projects

Embody

Develop a culture of innovation within our structures and within our ecosystem

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Coordinate

Coordinate and strengthen existing technology transfer programs

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Sourcing

Ensuring quality sourcing by strengthening R&D programs in line with local needs

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Bringing together

Diversifying prematuration and pre-creation support programs

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Expand

Increase the number and quality of Deeptech start-ups

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The 9 priority actions resulting therefrom

Objectives: to accelerate projects through short, impact-oriented value chains.

ACTION 1

Embody

This action focuses on training in valorisation and innovation.

The challenge is to explain to audiences (different and untrained, research journeys, business journeys and student journeys) why they are essential to gaining value, why it is necessary to know how to protect them, what are the main steps, and what are the tools available to support its developments. To achieve these objectives, this task will put in place the tools (e-learning platform, workshops, courses and seminars) at the earliest in training courses and career paths.

ACTION 2

Embody

This action contributes to the development of a culture of innovation in our structures and in our ecosystem.

For this, this action focuses on acculturation to valorisation and innovation in our ecosystem. The challenge is to develop tools of animation and territorial marketing, to understand the field expectations. The action programme includes two complementary tasks to develop regular meetings, and to establish a regular dialogue with the private sector on future industrial issues. These two tasks are 1. and, 2. Develop strategic clubs and innovation chairs.

ACTION 3

Coordinate

Our ambition is to help create full and short transfer chains, by enhancing the impact of transferred technologies and knowledge.

To this end, this action focuses on three complementary tasks: the installation of governance and the strengthening of the existing staff structure, the creation of common tools (supervision, communication, outreach), the establishment of accompanying processes and the strengthening of joints at different levels (institutional and operational).

ACTION 4

Sourcing

This action helps to encourage teachers-researchers and researchers to..

1. A move towards technology transfer,
2. accompany them as soon as possible to identify the potential for valuing their technology and,
3. Offer them the conditions to engage in this process through different devices.

ACTION 5

Sourcing

This action aims to meet the needs of companies by offering a range of technologies, knowledge, expertise and partnerships.

To this end, there is a need for a better understanding of their expectations and for prospecting activities to facilitate exchanges between supply and needs. Prospecting is targeted at large companies and strategic sectors in the territory of the POI where significant margins of progression have been identified in terms of number and contract amounts. The business approach strategy needs to be differentiated and targeted in order to take account of the specific features of the ecosystem in the region. POI In particular on the strategic areas where many SMEs are also positioned. This differentiated approach aims to facilitate the processes of technology transfer and exploitation and to enhance their economic impact on the strategic sectors at the different territorial levels (national, regional, department, agglomeration).

ACTION 6

Bringing together

This action covers the diversification of prematurisation programmes either on fields not covered by Premat-Mat calls, particularly in SHS, or towards non-permanent research audiences (masters, students, entrepreneurs, etc.) or external (business start-up project sponsors).

Most of these projects have resource needs that are often low primarily in HR and a technological need to produce a deliverable to the marketplace.

ACTION 7

Bringing together

The aim is to improve entrepreneurial support for projects as soon as possible with a view to setting up an enterprise.

The aim is to strengthen the economic and business dimension of projects with high innovation potential on complementary dimensions: business model, founding teams, financial strategy, IP strategy, etc. The candidate projects come from sourcing at the end of the idea entered in a prematurisation program, or pre-creation of startup. At this stage, candidate projects are on low LRTs, for example the PoC has been demonstrated but market positioning needs to be further developed and the access strategy. It will be here to articulate these support needs based on existing tools

ACTION 8

Expand

This action aims to improve the creation of start-ups in number and quality and aims to deploy a support programme focused on the HR dimension and the strengthening of the founding team.

The aim is to create a network of potential co-founders, presenting different profiles (CEO, CTO, CFO, ...) and coming from different structures (laboratories, engineering or design schools, business schools, ...), and then ensuring a successful match between the future partners. The programme will build on the one initiated within the framework of the ESSEC Studio which initially consists of accompanying individual startups to finalise the formation of their founding teams.

ACTION 9

Expand

This action aims to improve the creation of start-ups in number and quality and aims to provide business and financial support for DeepTech projects or from laboratories which are located very upstream of market participants (enterprises, etc.) and investment.

In addition to Action 7, it consists of offering start-ups from POI an offer of accompaniment structured and led by the operational team of the POI. Focusing on projects that are more mature than pre-creation projects, the offered offer will be based on a diagnosis of the strengths and weaknesses of the startup to guide it at best and ensure an optimal time-to-market.

Innovation in a worldHuman

HSS Boost!

HSS Focus

The enhancement of the human and social sciences is a unique characteristic, specific to the POI CY Transfer.

In its strategy, the PUI CY Transfer has a special interest in the Human and Social Sciences: it is on its territory the operator of their socio-economic development. The PUI CY Transfer links SHS researchers to the concrete needs of local actors. Work on societal issues – whether social innovation, education, urban dynamics or digital transformation – is echoed in partnerships with communities, businesses and associations.

The mission of SHS is to ensure that the knowledge and expertise produced within the university is fully exploited to meet contemporary challenges.

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Members of the POI

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The Support resulting priorities

More than 60 innovation players*

Our partners

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The press talks about it

The press Talks about it

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Olivier Romain on IDFM Radio

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POI CY Transfer | Interview with Olivier Romain – 04.10.2024

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"A unique organisation for the best of innovation « Innov的Magazine »

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University centres of Innovation: CY Cergy Paris University is one of 21 sites selected in the first phase of the call for projects – 24.03.2023

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CY Transfer and its partners labeled Innovation University Pole within the framework of France 2030PUI CY Transfer | Press release – 09.01.2024

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POI CY Transfer | AEF Info – 22.05.2023

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IDFM Radio | « Live economy » – Heritage & Digital Humanities

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At the heart of digital health: creation of a CIREX Chair «LEONIA CHAPTAL-CYU»

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Launch of CY EdTech Labs acceleration program – 25.01.2023

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IDFM Radio | « Live economy » – CY Transfer - 27.01.2023

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IDFM Radio | « Live economy » – CY EdTech Labs

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Cosmetics in Les Échos – 11.10.2022

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Founding member

Sorbonne University Paris Nord

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Founding member

CY Alliance

With 13 institutions, whether private or public, higher education and research institutions in the West of France with a significant anchor in Cergy-Pontoise, CY Alliance concentrates 80% of its students, to the number of 40,000 in 2021, and 90% of its research.

The 13 establishments of CY Alliance are: CY Cergy Paris University, EBI, ECAM-EPMI, ENSA Versailles, ENSEA, ENSP, ESIEE-IT, ESSEC, ISAE-SUMMECA, ISIPCA-La Fabrique, Sup de V.

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Founding member

ESSEC Business School

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Founding member

Eutopia

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Founding member

Erganeo

SATT Erganeo is a French technology transfer company specializing in innovations with high societal impact.

A subsidiary of its shareholders' institutions, it invests as soon as possible in projects from the academic laboratories of its territory and this in many scientific fields: Biotech (health, environment, cosmetics), Infotech (Telecom, internet of objects, big data, IA), Enertech (green energy, chemistry, materials) etc. Its objective is the rapid transfer to the industrial world.

 Its mission is to protect, mature, speed up and simplify associations between Research and Industry for ethical and sustainable progress. Since its creation in 2012, the company has invested more than 42 million€ in maturity, accompanied by more than 200 projects and contributed to the signing of approximately 100 licences with companies of all sizes.

Erganeo has also created more than 30 start-ups. It manages and maintains a portfolio of over 500 IP assets for its various institutions and shareholders. Erganeo aims to bring innovations to the market as quickly as possible. As a player in the value chain, it actively contributes to the inclusion of innovative projects with high potential in a true continuum of financing and support.

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Founding member

Investing in the future

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Founding member

Territories of Industry

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Founding member

CNRS

The National Centre for Scientific Research is the largest public research organization in Europe. It is under the supervision of the Ministry of Higher Education and Research. 

Covering all fields of scientific research, the CNRS is one of the global players in knowledge generation and dissemination. Within 10 institutes, more than 32,000 researchers, engineers and technicians are involved in research every day.

Thanks to its proactive policy, the CNRS supports the emergence of breaking innovations. The first research organisation to have created a service dedicated to valorisation, the CNRS plays an essential role in the innovation ecosystem with dedicated functions (a Directorate-General for Innovation (DGDI), a Directorate for Business Relations (DRE), a network of valorisation professionals charged with valorisation within the 17 Regional Delegations and the 10 Institutes, a subsidiary of valorisation CNRS Innovation and a prematuration system since 2014.

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Founding member

Cerema

The CEREMA is a public establishment under the supervision of the Ministry of Ecological Transition and Cohesion of the Territories, the first piloted establishment shared between the State and the territorial authorities.

It is present everywhere in the metropolis and the Overseas thanks to its 26 settlements and its 2500 agents.

Holder of a national pooled expertise, the CEREMA Supports the State and local and regional authorities for the ecological transition, adaptation to climate change and cohesion of the territories through the cooperative development, deployment and evaluation of public planning and transport policies.

With a strong potential for innovation and research incarnated in particular by its Carnot Clim CEREMA acts in 6 areas of activity: Expertise and territorial engineering, Building, Mobility, Transport infrastructure, Environment & Risks, Sea & Littoral

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Strategic pillar 5

Expand

Increase the number and quality of Deeptech start-ups

This structuring action is at the heart of our proposal. Programs are strategic here and will contribute to:

Promoting the number of positive start-ups (taking into account SDGs)

Promote parity and otherness in the creation of start-ups.

Strengthen the quality of teams.

Strengthen technological and business positioning.

Ensure exit of maturation program with start-up landing program
in partnership with the founding members and partners, incubators, and the Studio ESSEC.

This pillar responds to the need to improve and increase the number of deeptech start-ups based on ESSEC expertise. In particular, it helps to strengthen the maturation articulation (SATT)/start-up valorisation route and to offer serious development prospects for the companies created.

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Strategic pillar 4

Bringing together

Diversify pre- and pre-creation support programmes

Here, the strategy is based on the diversification of prematurization programmes either on fields not covered by Premat-Mat calls, especially in SHS, or towards non-permanent research audiences (masters, students entrepreneurs, etc.).

The aim is to support in two directions:

Complete the accompanying tools in SHS
 with the setting up of a dedicated prematuration fund.

Strengthening programmes on complementary dimensions
 (business, market positioning, access strategy, diagnostic design).

Axis 4 addresses the need to complement the SNA pre-maturation programmes and to integrate the economic component as soon as possible. It makes it possible to diversify the flow of projects, to better qualify projects with a level of Maturity in the maturation and transfer phases (SATT) and facilitate the start-up phase (notably with the ESSEC partner).

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Strategic pillar 3

Sourcing

Ensuring quality sourcing by strengthening R&D programs in line with local needs

Our strategy here is based on two levels:

Create early detection processes
by setting up qualified referents in research structures, and working groups in SHS with experts in the field.

Strengthen visibility and academic presence in the territory.

Axle 3 responds to the need to structure sourcing and increase the flow of projects for the benefit of downstream actors, including the SATT for the maturation and transfer phase.

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Strategic pillar 2

Coordinate

Coordinate and strengthen existing technology transfer mechanisms

Today, the observation (weaknesses of self-diagnosis) is that most accompanying programmes are partitioned and have little connection between them. The aim here is to capitalise on, complement, articulate and effectively coordinate existing accompanying arrangements with the innovation players in the region, building on the structure of the CY Transfer in place. This POI based on a set of actions organised between founding members specifically, and more broadly with the entire ecosystem. They are designed to create short, efficient and comprehensive innovation support chains. « end to end »), to de-risk projects, improve conversion rates and achieve quantified objectives (KPI).

To this end, it is necessary to establish agile governance for the POI and the deployment of tools.

Priority 2 addresses the need to better coordinate actors and improve the effectiveness of existing mechanisms. In particular, it strengthens and sustains the action of the SATT in line with its roadmap

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Strategic pillar 1

Embody

Developing a culture of innovation in our structures as well as in our ecosystem: from awareness to support to innovative business creation.

To develop a culture of innovation that creates the link between research innovation and transfer to industry, it is necessary to act in three directions:

Professionalizing and industrializing valuation,
through the training of actors, staff involved in support chains, the strengthening of processes, and the development of reflexivity.

Incarnate innovation in the territory
strengthening the accompanying arrangements and promoting innovation.

Drive innovation dynamics in the territory
through tools of territorial marketing and community animation.

Priority 1 addresses the need to raise awareness among innovation players. It helps to improve the flow of projects and their qualification for the benefit of all actors.

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File submission simplified !

On C4T, it is possible to apply for different types of projects, including:

  • Economic project
  • Service Delivery
  • Confidentiality Agreement (NDA)
  • Training and awareness raising
  • Protecting my search results

 

Target: A simplified platform for filing files in three clicks.

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Glossary

Declaration of innovation

The innovation declaration is the first step in a development project and the communication medium for your research results or innovation to CY Transfer. It allows your interlocutors to understand and grasp the interest of your innovation, to understand the path that has taken you there.e, to identify the people involved in obtaining it, to understand the objectives you associate with it, to report your proposed publication concerning it. It's mostly a basis for dialogue between CY Transfer and you.

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Glossary

Awareness raising

A set of actions that are implemented at universities and research institutions to familiarize research personnel with the value-added and transfer of their work to the socio-economic world.

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Glossary

Transfer

This is the mechanism for actors such as associations, communities, businesses, ... to take advantage of innovative work and results from public research in order to facilitate their activity or to offer new products and/or services. The innovation conceptualised by the research team is thus put into practice or proposed by these actors to their ecosystem (users, users, clients...).

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Glossary

Development

Exploitation is the activity which leads to the further development of research results in the form of a project in order to transfer these results to socio-economic actors. In particular, it operates in the following dimensions:
– Scientists and application, consolidating the results,
– economic, by considering how to use the results, and
– Legal, by organising through contracts and intellectual property the protection of fruits and the conditions and modalities of their use and exploitation.

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Glossary

Societal impact / SROI

The return on social or societal investment (ROI – English term, social return on investment) is an analytical tool that allows the value of a project to be considered more broadly than by the financial prism, as the ROI does, considering in particular its social or societal, environmental and economic costs and benefits. It requires mapping the expected impacts of the project and their value and involving the stakeholders involved in the project.

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Organization chart of the operational team

Photo by Olivier Romain

Olivier Romain
Vice-President Innovation and Transfer for CYU

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Christelle Ventura
Deputy Director in charge of Human and Social Sciences Development

Isabelle Hoefkens
Deputy Director, Project Management and Development Support

Odile Dubois
Deputy Director of Economic Development

Céline Bertin-Guillot
Marketing Manager

Quentin Bonnefond
Head of Partnerships

Jérémy Demange
Tools development

Anna Vieira
Responsible for administrative and financial management

Ange Anclin
Legal Assistant

Maïlys Dejean
Communications Officer

Célio Zanotti
Graphic designer

Kadija Siby
Responsible for the development and support of startups

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The enhancement of the Human and Social Sciences, a unique characteristic, unique to the PUI CY Transfer.

In its strategy, the PUI CY Transfer has a special interest in the Human and Social Sciences: it is on its territory the operator of their socio-economic development. The PUI CY Transfer links SHS researchers to the concrete needs of local actors. Work on societal issues – whether social innovation, education, urban dynamics or digital transformation – is echoed in partnerships with communities, businesses and associations.


The mission of SHS is to ensure that the knowledge and expertise produced within the university is fully exploited to meet contemporary challenges.

Further information
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The meeting app between researchers and innovators !

With Konekti, you have an application (web and mobile) for matching, which allows you to connect the laboratory staff of PII establishments (researchers, engineers, etc.) with the industrialists.

The objective: a simpler and faster contact between the academic world and companies.

Further information