InnoCAPE project https://innocape.eu/about/ addresses the target groups of public authorities, shaping digitalization policies on national level, and digital innovation hubs (DIHs), the key players in implementing those policies. The secondary target group is SMEs in traditional industry sectors (like wood, motor, textile, fishing, etc.), which are targeted on the level of European Commission as lagging behind in digital innovation and require additional support to enable their digital transformation. The project envisages to involve around 1k representatives of SMEs in project activities of building awareness, testing digitalization tools, and implementing pilot projects of digitalization.

The InnoCAPE consortium consists of 3 public authorities from Lithuania, Latvia, and Estonia and 8 digital innovation hubs from Lithuania, Latvia, Estonia, Finland, Sweden, and Norway, accompanied by 6 public authorities as associated partners.

Project activities are laid out with the aims to increase the knowledge, skills and competence of public authorities and DIHs, enable the benchmarking of BSR countries in terms of digital maturity, increase the readiness of SMEs to meet the challenges of Industry 4.0, and develop a cooperation framework for support and showcasing the digital innovation potential of the region. The capacity of public enablers will be strengthened through knowledge exchange and increased competence, macro regional networking, and shared use of human and technical resources.

The aim of the WP 2 of the InnoCAPE project (Increasing competence of DIHs and public authorities) is to increase the knowledge, skills and competence of public authorities and DIHs as enablers of digital innovation and Industry 4.0. The Work Package will help to learn the needs / skills gap of SMEs and DIHs in the BSR, gain more expertise in the area of Industry 4.0, build visibility and trust among SMEs and nurture digital innovation hubs with competencies to pursue their designated mission. Accordingly, public authorities will increase their competence on how to strengthen DIHs through policymaking. Increasing capacity of DIHs as digital innovation enablers will eventually enhance uptake of Industry 4.0 solutions by SMEs, helping to achieve policy goals set by public authorities, strengthen the economic competitiveness of the BSR on macro regional level, and contribute to building the single digital market in Europe. The outcomes of the WP will contribute to the aims and objectives set out in EUSBSR and Europe 2020.

This report summarizes a part of the activities executed in the WP 2: Group of activities 2.1, titled “Learning from case studies”. The report also outlines a summary of good practices, supported by additional cases identified throughout the project.

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The final digitalisation study visits have been organised by Swedish partner Umeå University. Umeå University has hosted InnoCAPE virtual study visits scheduled on 11^th of May 2021. Two organisations has virtually hosted InnoCAPE experts to learn from their digitalisation cases:

• Infobaleen company has been presented by Professo Martin Rosvall – Chief Science Officer at Infoballen, and also working at Umeå University. Infobaleen provides an AI-powered platform that turns massive amounts of data into insights that companies use to better plan and execute sales and marketing activities. Read the case report for more details.
• The Swedish Center for Digital Innovation (SCDI) – a research center consisting of researchers from the University of Gothenburgh, Umeå University and Stockholm School of Economics. The newly instated SCDI AI Business Lab is located at Umeå University where it will serve as a platform for conducting research and as a resource for external partners that are venturing into AI. Presenting the lab will be Lars Öbrand, Associate professor in Information Systems and Lab Coordinator. Read the case report for more details.

These case studies provides an overview of the importance of digital transformation across sectors and cooperation between business and research organisations.

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New digitalisation case studies have been organised by Finnish partner University of Oulu. University of Oulu has hosted InnoCAPE virtual study visits scheduled on 23^rd of September 2020. Two organisations has virtually opened their doors for InnoCAPE experts to learn from their digitalisation cases:

• Finwe – a Finnish SME, which is a special operating team focusing on intelligent ways of using video: video analytics, 5G live streaming, AI cameras, VR video, videogrammetry. Read more here about its work and digitalisation projects implemented for Nokia and Telia.
• Reboot IoT Factory is a co-innovation project with the company consortium (among which ABB, GE Healthcare, Nokia, Ponsse, Kongsberg Maritime, Sulzer ha Scanfil) and research partners (VTT Ltd, University of Ouly, Aalto University and Åbo Akademi). The core objective of the Reboot IoT Factory project is to facilitate a digital transformation in manufacturing industry.

These case studies provides an overview of the importance of digital transformation across sectors and cooperation between business and research organisations. An examples show how project based cooperation can bring companies to advancement.

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We are inviting everyone to learn more about the InnoCAPE Digital Maturity Assessment tool and how we have been utilising it in our daily activities. The preparatory activities for DMA conceptualisation have started prior to the DMA tool development to ensure the tool is working properly in terms of content, methodology and online solution, and is sustainable. Extensive partners collaboration has led us to launch an excellent tool that is now used by DIHs in their day-to-day business activities and SMEs that are keen to learn more about their digitalisation level.

The initial piloting data was analysed to learn about the Baltic Sea Region digitalisation level as well as to utilise the tool for its analytical purposes. Access the publication of the analysis here:

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Digital innovation is a powerful tool in the fight against climate change, but to be truly effective, drastic changes in thinking and the tools we are using are needed, says Bjorn-Soren Gigler, Head of Data Economics and Blockchain Technology at the German Development Cooperation Agency (GIZ). The expert Gigler told us more about it on 30^th of November during the virtual DigiGreen conference organised by the Sunrise Valley Science and Technology Park together with the InnoCAPE project consortium.

Conventional business models may seem appropriate in the short run, but in the long run, a shift to sustainable models is needed. This is primarily due to the need to tackle climate change and the lack of sustainable processes that complicate this challenge. Thus, novel solutions are needed to reduce greenhouse gas emissions and protect nature and society, while at the same time providing opportunities for businesses to grow and generate sustainable profits. According to Gigler, there is a lot of room for digitisation here.

Traditional sectors need to do the most

According to Gigler, the financial technology (FinTech sector) was the first to adapt to most digital innovations. More broadly, although sectors such as robotics are leading the way on our continent, Europe is not very advanced in digitising traditional economic activities such as agriculture, construction or tourism.

Stronger collaboration with developers of different technologies would help to make progress, making it easier to find and adapt the innovations needed.

“In Kenya, for example, the digital transformation is driven by a strong local start-up ecosystem that develops and can offer technological solutions that address important issues in the country’s agriculture or challenge other traditional sectors. It is becoming clear that there is a need to create an open innovation system that brings together European and global high-tech developers in a collaborative way, ”he said.

Still, the speed of digitisation in the country itself depends heavily on their political and economic context. B. S. Gigler argues that the most important component of digital transformation there is being a person-centered, enabling all individuals and businesses to maximise the benefits of digital technology for their individual needs.

“We need to change the usual way of business development – we should not adapt digital technologies to the existing business model. Frequently, small and medium-sized businesses first identify specific business and only then look for what technologies would allow them to achieve sustainability. To reap the full benefits, it is critical to change this routine business development and planning processes, ”say Gigler.

Insights shared during the DigiGreen conference

On 30^th of November, during the DigiGreen conference, international Interreg BSR InnoCAPE project partners and guest speakers were presenting not only about the project achievements, but also addressing the need of overlap between digital technologies and sustainability for positive change in business and climate. The event also focused on discussing innovation and its potential, sharing good practice in green and digital change in Northern European businesses, and the opportunities for funding DIHs provide. You can tune into the event recording below:

The Digi Green conference is the final event of the Interreg BSR program project InnoCAPE. During the implementation period, the project brought together 11 partner organisations from the Baltic Sea region, which pursued the common goal of increasing the region’s competitiveness in the global market.

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Europe is on a path to reach net-zero emissions by 2050, and industry digitalization is one step towards it. Increased digitalization enables SMEs to reduce waste, become more competitive, and increase their resilience towards unexpected global challenges. Digitalization is a stepping stone towards Industry 5.0 and its vision to create a synergy between technology and human needs while considering the Earth’s capacity to facilitate future generations.

On November 30, you are invited to join the virtual “DigiGreen” event and experience the power of becoming green using digital solutions. This innovation-rich event will showcase the best practices of the green and digital transition in the Northern Europe, provide insights on the future prospects, recount funding opportunities as well as digitalization capacities that European Digital Innovation Hubs of Scandinavian and Baltic countries have to offer.

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Hack4Industry 5.0 – hackathon designed to promote digital innovations in industrial sector and to solve industrial business challenges: reduce businesses’ bottle necks, be more efficient, be more digitalised and above all – be more human centric.

Separate events in Norway, Sweden, Finland, Estonia, Latvia and Lithuania are taking place from January to November 2021. All events have gathered a number of innovation driven enthusiasts. Teams were working on finding innovative solutions using IoT, big data, robotic or other digital technologies and aiming to create smarter and more efficient businesses.

During events teams were engaged in at least 26 hours of team work, at least 66 mentoring session, 4 workshops with experts from Lithuania, Estonia and Norway, and pitching to experienced innovation experts – jury members. After these events 3 teams have received interest from business sector to pitch their ideas beyond these event.

Winning teams proposed solutions mainly for healthcare sector: non-invasive tool to control involuntary movements PET data analysis tool enabling to faster identify Alzheimer’s disease & inquiry/order process management and information flow automated solution.

Follow-up solutions were targeting advanced industry players: IoT data gathering solution for Lithuanian Railway, reducing excessive material use in factories & solutions enabling digitalised and nature friendly postal processes and wood production processes.

Read more on our Inspiration or Industry Hackathons sections to learn more about hackathons separately.

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Martinsons is a wood construction systems provider specialised in using glued laminated timber (glulam) and cross-laminated timber (CLT). The company has a long history in both wood processing and wood construction. It was founded in the 1920s as a mobile sawmill that evolved into a stationary sawmill in the 1940s. In 1965, glulam production began at the sawmill, and five years later, Martinson built the first specialised glulam factory. Martinsons introduced its first building system in wood in 2003 and opened a wood construction system factory in 2017. All wood processing and construction system units have been owned by the Martinson family for four whole generations. In July 2020, Martinsons was acquired by the Holmen Group who integrated all wood processing units into its operations. Since then, Martinsons has become an independent SME focused on the wood construction system business.

Martinson’s construction systems in glulam and CLT have been developed to make optimal use of the material’s properties. To that end, the systems are designed to be flexible and accommodate a wide range of different uses as well as alterations and improvements over time. The construction systems combine low weight with great load-bearing capacity and the possibility of having large spans in buildings. Built in wood, the systems also provide an environmentally sustainable option to building in concrete or steel. These properties make Martinsons wood construction systems attractive for building a wide range of different buildings, including sports halls, business premises, agricultural buildings, apartment buildings, office buildings and bridges. 

During the last couple of years, regulatory shifts and a growing interest in sustainable construction has led to a substantial increase in customers that want to build tall buildings in wood. Martinsons is now seeking to leverage its experience and expertise in glulam and CLT to capture a share of this market and has recently, for example, constructed the wooden framework for Sara culture house in Skellefteå that by being 80 meters and 20 stories high is one of the largest wood buildings in the world.

The important need to be solved

Specifically, Martinsons is experiencing the following challenges:

• While Martinsons is a pioneer and market leader in wood construction, new wood construction entrants as well as established steel and concrete actors are threatening its position.
• Wood construction knowledge and expertise is distributed across paper documents and the heads and hands of individual employees in the organisation
• High buildings in wood are a relatively new phenomena and every project involves dealing with unknown factors and risks. Due to these uncertainties, it is difficult to accurately calculate bids and ensure that projects ultimately will be profitable.
• Constructing high buildings in wood infers an increase in complexity both in terms of ensuring the structural integrity of buildings and coordinating between different specialised construction partners. 
• Each construction project gathers a wide range of different companies that often lack or use their own specialised systems for project collaboration. This creates challenges in terms of data exchange.
• Martinsons has a high willingness to adopt and experiment with new digital technologies, yet experience challenges with leveraging their potential in full. Digital initiatives sometimes run for limited periods and fail to assimilate fully into the organisation and other implementations have tended to result in silo-building and low interoperability. 

Approach for solution

The challenges experienced by Martinsons were addressed by students at the IT-Management master program at Umeå University. In total, 24 students worked in 5 smaller groups supervised by experienced teachers and researchers to develop suggestions for how Martinsons could address its challenges by leveraging digital technology. Specifically, the students were tasked with developing a research-grounded long-term digital transformation roadmap consisting of distinct developmental steps that Martinsons should take. 

The work for each group involved analysing the status quo at Martinsons, identifying challenges, opportunities, and conditions within and outside the company that were most likely to trigger, fuel or in other important ways influence a digital transformation process. Based on their analysis of the status quo, each group was to suggest a long-term digital vision that Martinsons should strive for. The digital vision was then to be deconstructed into smaller progressive steps of social, business and technical capability development that Martinsons should take to ultimately realise the vision.

After three weeks, the student groups presented the results of their work for Martinsons. Each group suggested somewhat different visions and pathways for Martinsons, but they also converged on a couple of overarching themes. First, all visions included the use of a digital platform that would infer a shift from Martinsons current closed, singular and unidirectional value chain (figure 1) to a more open, multidimensional and multidirectional ecosystem (figure 2). 

Figure 1. The current singular and unidirectional flow of manufacturing, sales and product use at Martinsons 

The platformization implied in each vision meant that Martinsons should engage with and gain value out of new actors beyond their current supply chain. In terms of suppliers, it was suggested that Martinsons could partner up with more new CLT and Glulam factories, but also actors such as solar panel producers, metalworkers, 3D wood printing companies and concrete companies and other actors that are likely to provide complementary products or services to Martinsons construction projects. On the client side, it was suggested that Martinsons should engage in deeper partnerships with actors involved in construction projects (e.g. construction companies), but also with other construction and housing stakeholders (e.g. municipalities, engineering consultants and real estate owners). 

Figure 2. A vision of Martinsons future manufacturing, sales and product use supported by a digital platform mediating data transactions

The student groups envisioned Martinsons to either become a provider where it develops and maintains the digital platform or a participator where Martinsons joins an emerging digital platform developed and maintained by an external actor. However, regardless of what path Martinsons should choose, the suggested roadmaps focused on the gradual improvement of three capabilities key for Martinsons transformation: operational stability and flexibility, digital innovation capacity, and transformation management.  

Operational stability concerns the ability of the underlying operational infrastructure to support efficient and effective processes at Martinsons, and relevant efforts towards improving this ability  includes the removal of silos where specific programs, systems and organisational units act in isolation with low interoperability. Conversely, operational flexibility captures the ability of the underlying operational infrastructure to be adjusted to new conditions, which can be improved by aligning it with existing and emerging industry standards for data exchange. 

Digital innovation capacity is in this context seen as Martinsons ability to innovate with new digital technology while at the same time being able to effectively exploit its core business. To improve this ability, it is key that Martinsons gains access to digital expertise through training, recruitment or collaboration with external actors (e.g. companies, a digital innovation hub or a university), and that this expertise is integrated with its existing expertise in the wood construction domain. To not disrupt the exploitation of its core business, Martinsons can experiment with, and evaluate, digital initiatives in separated projects that, if successful, are gradually assimilated into the organisation.  

Finally, transformation management captures the ability of Martinsons to successfully manage and gain value out of the digital transformation process that platformization implies. A vital first step towards improving this ability is for Martinsons to instate a form of digital unit in the company. The digital unit should consist of key people from senior management, operations, IT and business departments. Its goal is to define and continually redefine the vision for where Martinsons is heading with its digital transformation and to communicate this clearly to the rest of the organisation. Further tasks of the digital unit include strategising tactical moves that bring Martinsons closer to the vision, monitoring transformation progress, and ensuring the successful assimilation of new technologies. 

The results of this pilot will serve as a key input for an upcoming project at Martinsons. During the coming year, Martinsons will engage in a project to explore available digital options that can be used to coordinate actors and data streams in its construction projects and connect construction sites with Martinsons internal operations.

Customer benefit

This pilot project has provided Martinsons with several benefits that stems from both the process and actual output of the project. The pilot project has provided Martinsons with an arena to reflect on and receive constructive inputs on its current and future business and the role of digital technology in it. Digital transformation is challenging for any company, but particularly so for incumbent SMEs. Through decades of successful business in a particular area, incumbents have resource allocation structures, operational processes and mindsets geared towards efficiently producing particular products in a particular way. With limited resources, SMEs are often dependent and need to be highly focused on their traditional core business, which leaves limited room to explore digital visions that are truly transformative. By engaging with a public enabler such as a university or a digital innovation hub, incumbent SMEs have the opportunity to work with neutral actors that are not focused on selling a particular product or service, but that can instead take a more holistic perspective focused on the development of capabilities key to digital transformation. 

Further, the digital transformation roadmaps produced in this pilot project describe viable change processes through which Martisons can address the challenges they are experiencing and achieve a competitive advantage in relation to entrant wood construction actors as well as steel and concrete companies. As evidenced by other incumbent contexts such as the taxi and hotel industries, it is not a matter of if but when digital platforms will emerge in the construction business. As an incumbent actor, Martinsons needs to decide if it will provide or participate in one and adapt its value creation and capture logic accordingly. Doubtless, becoming a digital platform provider is a high risk project for any incumbent SME, but the potential reward is substantial. As the provider of a widely adopted digital platform mediating the transaction of data in wood construction projects, Martinsons can act as a gatekeeper for the connection between suppliers and clients. Having access to the data transferred between these parties provides the ability to analyse and use it for product and manufacturing improvements. 

Competition compared to other solutions

Rather than suggesting specific software, hardware or system, this pilot project has centered on a wider strategic and temporal perspective and focused on the development of capabilities key to successful digital transformation. Indeed, incumbent SMEs in traditional industries often have limited resources and need to remain focused on their core business, and they therefore tend to seek specific digital solutions that can solve specific problems right now. However, without an overarching digital strategy that ties into a long-term digital vision, such isolated digital initiatives have a high risk of resulting in a lack of adoption and assimilation, silo-building, and an overall inability to gain strategic value out of digital technology investments. The digital transformation roadmaps produced in this pilot project triggers Martinsons to take a more strategic and long-term perspective on their digital investments.

The roadmaps produced in this pilot project are centered on platformization, but this is not the only focus that Martinsons can set for its digital transformation. It is highly plausible that digital platforms will come to play a key role in the future construction industry, and that construction companies will be dependent on them for value creation and capture. However, becoming a platform provider can be extremely resource demanding and it represents a significant step away from the linear value creation logic of a traditional industry company. Should Martinsons assess the risks to be too high with a provider approach, it may be more strategically sound to instead remain vigilant for emerging platforms from other providers and ensure that it has the ability to gain value out of them as a participator. Regardless of what end-vision it decides to strive for, operational stability and flexibility, digital innovation capacity, and transformation management represent key capabilities whose improvement would help Martinsons to successfully initiate and maintain its digital transformation.

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3rd of June 2021 Swedish partner of the InnoCAPE project, the Research institutes of Sweden RISE and Propell, arranged a hackathon to solve a InnoCAPE spooky challenge. A challenge with focus on Industry 5.0, hydraulics, user experience, Internet of Things and tourism. When targeting on Industry 5.0 rather than 4.0, the Hackathon went beyond producing goods and services for profit. It shifts the focus from the shareholder value to stakeholder value and reinforces the role and the contribution of industry to society. Total amount of 44 participants from enterprises, students and other business took part.

A spooky challenge

During Propell hackathon the participants created new networks and collaborations – at the same time as they solved a challenge together. In short, the challenge during this hackathon was to create an interactive building that really stands out from what we are used to see. It should be able to have certain properties and movement patterns.

The challenge came from the cultural entrepreneurs Petra Shara Stoor och Fredrik Fernlund who run House Of Helsinglight, a creative escape, in Vattlång, Sweden. The couple wanted help to create their dream destination – a house on chicken legs. Is this even possible?

Preparations for the hackathon

Invitations were sent out through targeted social media campaigns around Sweden, with focus on industry and creative industries. Large amount of world-of-mount, VIP invitation and E-mail was spread to universities, students and small and medium enterprises around northern Sweden. The challenge in its entirety was kept secret until the hackday began on June 3^rd.

Two days before the hackathon the registered participants got an e-mail with information and short instruction videos for the digital tools and links to the event. And one day before they received more information about the challenge with a trailer from Petra and Fredrik.

Hack day – mix of skills and experience

Of course, due to COVID-19, the hackathon took place digitally with online tools, Zoom and a digital whiteboard Mural. In the beginning of the hackathon the participants were introduced to the challenge and then divided into teams, to get a good mix of skills and experience. Then the teams were placed in a separate Zoomroom to hack the challenge together for 10 hours. During the hack, the organizers were available for support in the main room and the moderator took a visit around the teams in their breakout rooms to find out if they needed any help during the process.

Success and valuable ideas for the future

The team shared their result in a 4 minutes recorded pitch and a jury of six people evaluated the ideas bases on Feasibility, sustainability, Height of innovation, Experience through the 5 senses and Stomach feeling, you can make magic a reality. Solutions based on mechanics, sensors and hydraulics were combined with creative user experience!

The event was a success and House of Helsinglight was happy with the results from the different teams. The teams gave positive feedback saying that it was a fun and inspiring day and valuable to contribute with their skills and experiences.

Winning team where awarded with Oculus Quest and InnoCAPE project will in a week meet the team in VR!

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The three-day industrial digitalisation hackathon ended with the Hack4Industry 5.0 pitching event. 11 teams offered their solutions and prototypes to meet the challenges of the industry, of which as many as 5 completed this intense marathon by taking the awards.

The initiative organized by Sunrise Valley Science and Technology Park, Sunrise Valley Digital Innovation Hub and Science, Innovation and Technology Agency offered participants 16 challenges that Lithuanian industrial companies are facing today. Part of the teams chose solutions to the latter problems in order to meet the realistic expectations of manufacturing companies, while other participants have developed prototypes based on their own identified difficulties in different sectors.

“Hack4Industry 5.0 is the first hackathon specifically dedicated for the industry and the solutions they require. Previously, we have been organising initiatives and pre-accelerators for sustainable, green or smart ideas to promote and develop in Vilnius. It is fun that this time we had the opportunity to contribute to the digitalization of the country’s industry, proposing them how to overcome their challenges. I am glad that we have received interest both from the country’s industrialists who have shared their challenges, and from participants who were determined to solve challenges in the specific, really knowledge and skills-intensive sectors, ”said Laima Kaušpadienė, the Director of Sunrise Valley Science and Technology Park and jury member of the hackathon.

Leading solutions –  for the medical sector

The solutions and prototypes of all eleven teams were evaluated by 4 jury members, namely: Laima Kaušpadienė – Director of Sunrise Valley Science and Technology Park, Erika Tauraitė-Kawai – Expert at Science, Innovation and Technology Agency, Gintaras Vilda – Director of Manufacturing Innovation Valley and Arminas Kildišis –  Member of Lithuanian Business Angels Network (LitBAN). When evaluating team decisions, special attention was paid to the innovativeness, market potential, stage of the prototype and the pitch of the idea.

The NeuroEna team, which has offered a painless and non-invasive solution for people suffering from involuntary movements – the NeuroEna suit, won the €1,000 prize (€500 in cash and €500 for business consulting services).  Prize was established by Sunrise Valley Science and Technology Park. This special suit automatically detects involuntary movements, suppresses them and, thus, allows people to participate in various activities without hindrance. Three types of sensors help detecting such movements, and artificial intelligence technology transmits the collected information to a special controller, which processes it and sends specific electrical pulses to evoke the desired response.

According to team members, people with cerebral palsy, Huntington’s chorea, Parkinson’s and other diseases suffer from involuntary movements. “More than 15 thousand people suffer from cerebral palsy in Lithuania alone, and there are about 20 millions of them in the world. The numbers are really high, but the current solutions offer treatment with Tetrabenazine which is expensive and can cause depression or suicidal thoughts, high-risk interventional procedures and other ineffective alternatives, ” – the team representative said during the pitch.

The Antimaterialis team has pitched a prototype – a positron emission tomography (PET) data analysis system, which was recognised as the most patentable hackaton solution. The team proposed a solution that allows obtaining the data during the PET scan to be transferred to a server, where it is processed and analysed using deep learning methods. This would make it possible to detect, for example, Alzheimer’s disease at an early stage, and to facilitate and speed up the work for radiologists.

Antimaterialis received a prize of €1,000 – €500 in cash and the same value for patent consulting services. The prize was established by Metida, a law firm that advises on intellectual property issues.

Follow-up solutions were targeting advanced industries

The 100 hour of consulting, provided by experts in the Manufacturing Innovation Valley, was divided equally between three teams: Iamus, Energy Advice and Yantrik.

Iamus members have taken on the challenge Lithuanian Railways are facing. The team proposed an IoT solution to help the company to collects large amounts of data from each train journey on a daily basis, transfer that data to the cloud as soon as possible and analyse it in real time.

Energy Advice has provided a solution to reduce the total waste of production – from unnecessary resources or raw materials to the waste of time. The team introduced the EA-SAS Digital Twin solution, a service that collects data on production processes, analyses them and provides recommendations for control and process improvement.

Yantrik team has proposed a solution to keep track of your pet’s eating habits and other important activities in your pet’s daily routine. A special food container and a mobile application will allow you to follow the dog’s routine, notice unwanted changes more quickly and thus ensure better health of the pet.

Hack4Industry 5.0 is organised as part of the international InnoCAPE project activities. Project is aiming to increase the capacity of digital innovation hubs in the Baltic Sea Region. More information about Hack4Industry 5.0 here.

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