3.4.2. Report of the Hubs Actors and 3.4.1. List of Actors operating in the Cluster Hub

This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. International Report of the Hubs Actors and List of Actors operating in the Cluster Hub

Introduction

With the C-Plus project partners from 6 countries in Central Europe aim to find key elements that could improve the development of clusters towards world-class. Efficient cluster management, applying successful strategies to foster cooperation and enhance innovation capability of the cluster strengthens the network relations between the cluster members and improves their competitiveness.

As a basis for further project activities this “Report of the Hubs Actors” provides insight in the clusters’ innovation processes within the regions. The report describes the innovative environment of the clusters and points out which factors enhance innovation activities of SME. This leads to a clear view on innovation in the regions and within the clusters, describing the management strategy, innovation related activities and the organisational structure of the clusters.

Additionally the Report of the Hubs Actors identifies the most influential cluster actors / stakeholders and the role they play for driving the clusters’ development towards world class.

Complementary to the “Report of the Hubs Actors” this Annex will provide a complete overview on all the actors in the 12 partnering clusters of the C-Plus project.

Grouped by partnering countries the “Lists of Actors Operating in the Cluster Hub” show all cluster members of the clusters. The lists identify all relevant stakeholders (companies, research and development institutions / universities, other stakeholders) of the 12 clusters involved in C-Plus.

IMU-Institut Berlin International Report of the Hubs Actors and List of Actors operating in the Cluster Hub

Austria

Report of the Hubs Actors

Report of the Hubs Actors – Austria

Innovation in the Region

Upper Austria Upper Austria has a cluster-oriented economic and technology policy. The activation of innovation or market potentials or rather synergies through cooperation between companies stands in the center of the Upper Austrian policy. This brought the state in the position as region of competence for cluster initiatives and networks (4C foresee, 2009). This is in line with the huge amount of clusters and organized networks within Upper Austria beside the Mechatronics Cluster, including the Automobil-Cluster, Kunststoff-Cluster, Möbel- und Holzbau-Cluster, Gesundheits-Cluster, Umwelttechnik-Cluster, Netzwerk Humanressourcen, Netzwerk Design & Medien, Netzwerk Ressourcen- und Energieeffizienz, Lebensmittelcluster OÖ, Ökoenergie-Cluster, and Verein Netzwerk Logistik (Altmann, 2011). Meanwhile the cluster initiatives have evolved into industry-specific innovation services (4C foresee, 2009).

There is a special strategic program building the framework for the strategy and process of innovation funding. It concerns five ranges of topics including R&D, professional qualifications, networks, the business and technology location Upper Austria and EU networking. With the help of this program it is tried to strengthen R&D massively – which is also a central goal. Forces should be joined and cooperation between economy and research institutes reinforced. Furthermore, it is also tried to get women to technical apprenticeships, force further education of employees and adjust professional educational structures to economical needs in order to create jobs with future and employees with innovation-oriented qualifications. With respect to professional networks, focus is put on stabilizing, further developing and increasing the international orientation of the Clusterland Upper Austria. This means pursuing existing cluster initiatives and cross-industry networks, creating a strategic concept, acquiring subsidies for innovative cooperation projects and organizing a professional guidance of cooperative R&D projects in Upper Austria (4C foresee, 2009).

A statistic from the beginning of the year 2005 including cluster ratios, qualifications and cooperation projects showed that at this point in time 1.648 companies were involved in the cluster activities employing approx. 252.000 people. 575 events were held which had around 24.000 participants. 255 projects were carried out including nearly 1.000 partners. The total innovation volume of the Upper Austrian clusters was stated with 70.08 Mio. EUR (4C foresee, 2009).

The R&D spending in Upper Austria is about 1.37 times higher than the R&D spending of an average state in Austria (see Table 1). The number of employees in the R&D area in Upper Austria is also about 1.36 times higher than in an average Austrian state, as shown by Table 2. Table 3 provides information about the R&D spending per type of R&D (basic research, applied research and experimental development). With reference to Upper Austria, basic research accounts for about 9%, applied research for about 39.2% and experimental about 51.8%. While basic research in Upper Austria is below average, the state has the second highest R&D spending in experimental development after Vienna and the third highest R&D spending in applied research after Vienna and Styria.

CAMPUS 02 University of Applied Sciences Report of the Hubs Actors – Austria

Styria Styria was the first Austrian state which invested in clusters. Cluster organizations are an additional instrument of the state’s economic and innovation policy. Science, education and the commercial sector have strong relationships. Through these connections it is possible to make precise analyses of future needs. According to the economic strategy published in 2006, the establishment of clusters took hold as important economic- and technology-policy instrument and can therefore be seen as robust policy concept since the 1990s. In 2009 seven different cluster activities were counted which are led by SFG (Styrian economic promotion). Among these clusters were ACstyria, Creative Industries Styria, ECO World Styria, timber cluster Styria, Human.technology Styria, material cluster Styria and TECHFORTASTE.NET. Core topics of these clusters are automobile, mobility, environmental technology, grocery technology, wood, paper, human technology, materials and creative industries. Depending on the sector a cluster can have up to 200 partner companies (4C foresee, 2009).

Already in 2006 the medium- and long-term positioning of clusters played an important role. It was tried to synchronize the cluster landscape’s strategies with regional knowledge bases and further support cluster and network organizations. Core topics in this context were among other things further development of young clusters and networks, the expansion of strength fields, continuous further support of existing clusters/networks and support in operating interregional and international. The creation of clusters and networks is firmly established in the Styrian mission statement “Innovation serienmäßig”. Besides six other guidelines it constitutes a central element strongly interconnected with innovation, internationalization, qualification and business formation (4C foresee, 2009).

The overall cluster initiative’s work logic follows some principles. For each cluster or organized network a limited company is founded acting as sponsoring organization. At the beginning SFG is the 100% owner. In order to create a public-private-relationship 49%, of the shares will be transferred to the scientific and industrial sector after establishing the organization and finishing the strategy and positioning process. In this way, the sponsorship is broadened and economy, science and public sector are synchronized for the first time. During the development process the amount of SFG’s authorised capital is reduced to 26%. With respect to the size of the sponsoring organizations it can be said that approx. 6 people are employed in average. Depending on the maturity level of the cluster the budget ranges from 600 and 1.200 Mio. EUR. Financing can be described as mix of annual partner contributions (the amount is depending on the company size and sector-specific sales), sponsor contributions and subsidies from SFG (4C foresee, 2009).

Working levels comprise of company building, strategy development and community building. The range of tasks or rather typical program lines of cluster organizations are situated in the following areas: (i) creation of maximal transparency within the respective strength field; (ii) development of databases on the respective landscape of actors; (iii) information and communication about future trends and debate about relevance and consequences for the fields of strength; (iv) initiation of technology and knowledge-transfer processes; (v) conduction of workshops and events; (vi) development of cooperative projects in the area of technology, innovation, organization and marketing; (vii) determination of qualification requirements and development of cluster-specific offers for further education and training with the existing education infrastructure; (viii) construction of a unique location and competence profile und support of company settlement activities and

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marketing measures of the location; and (ix) contribution to sector-specific internationalization and export programs as well as the development of key projects (4C foresee, 2009).

The R&D spending in Styria is clearly above the R&D spending of an average state in Austria (see Table 1). Styria has the second highest spending after Vienna. However, compared with this state the spending is less than half. The statistics regarding R&D employees show a similar picture. The number of employees in the R&D area in Styria is also above the Austrian state average, as shown by Table 2. In this case, Styria is again on the second place throughout Austria. Table 3 provides information about the R&D spending per type of R&D (basic research, applied research and experimental development). With reference to Styria, basic research accounts for about 21.3%, applied research for about 36.6% and experimental about 42.1%. With the exception of experimental development, Styria is above the percental average. When considering the total R&D spending for each type, the state is always above this level. Styria passes its second place to Upper Austria with respect to the R&D spending for experimental development.

Table 1: R&D spending by Austrian states in 2007, derived from (Statistik Austria, 2010).

davon

F&E Bauausgaben durch- Ausgaben für Insgesamt Personal- Laufende und Ausgaben führende Ausrüstungs- ausgaben Sachausgaben für Liegen- Erhebungs- investitionen schaftsankäufe einheiten 3)

Bundesländer in 1.000 EUR Österreich 4.009 6.867.815 3.513.143 2.818.566 449.192 86.914 Burgenland 59 37.458 21.615 11.570 4.089 184 Kärnten 193 417.343 191.269 183.249 41.594 1.231 Niederösterreich 411 514.866 262.275 200.516 36.139 15.936 Oberösterreich 710 1.044.582 508.000 440.764 85.725 10.093 Salzburg 227 210.027 119.604 73.150 12.974 4.299 Steiermark 719 1.278.536 633.320 537.451 89.987 17.778 Tirol 342 573.778 254.379 263.970 42.453 12.976 Vorarlberg 142 173.229 105.735 55.955 9.532 2.007 Wien 1.206 2.617.996 1.416.946 1.051.941 126.699 22.410 Mittelwert 763 091 390 349 313 174 49 910 9 657

Table 2: R&D employees by Austrian states in 2007, derived from (Statistik Austria, 2010)

Vollzeitäquivalente für F&E

F&E davon durch- führende Höherqualifiziertes Erhebungs- Insgesamt Wissenschaft- Sonstiges nichtwissenschaft- einheiten liches Personal Hilfspersonal liches Personal Bundesländer

Österreich 4.009 53.252,2 31.675,6 16.277,9 5.298,8 Burgenland 59 385,3 191,1 137,2 57,0 Kärnten 193 2.525,6 1.851,1 533,5 141,1 Niederösterreich 411 4.274,0 1.984,7 1.768,0 521,3 Oberösterreich 710 8.021,3 4.109,0 3.180,0 732,3 Salzburg 227 1.953,5 1.209,8 594,5 149,3 Steiermark 719 9.995,5 5.690,5 2.922,2 1.382,8 Tirol 342 4.076,9 2.595,8 1.125,9 355,2 Vorarlberg 142 1.568,3 751,3 753,1 63,9 Wien 1.206 20.451,8 13.292,2 5.263,6 1.896,0 Mittelwert 5 916,9 3 519,5 1 808,7 588,8

CAMPUS 02 University of Applied Sciences Report of the Hubs Actors – Austria

Table 3: R&D spending by type of R&D and by Austrian states in 2007, derived from (Statistik Austria, 2010).

davon F&E Ausgaben für durch- F&E Angewandte 1 Grundlagenforschung Experimentelle Entwicklung Bundesländer führende insgesamt ) Forschung Erhebungs- in 1.000 in 1.000 einheiten in 1.000 EUR in % in % in 1.000 EUR in % EUR EUR Österreich 4.009 6.737.350 1.182.075 17,5 2.384.029 35,4 3.171.246 47,1 Burgenland 59 36.231 2.203 6,1 16.030 44,2 17.998 49,7 Kärnten 193 409.637 21.309 5,2 70.914 17,3 317.414 77,5 Niederösterreich 411 496.822 56.811 11,4 194.881 39,2 245.130 49,4 Oberösterreich 710 1.036.010 93.169 9,0 406.165 39,2 536.676 51,8 Salzburg 227 205.838 52.820 25,7 67.256 32,7 85.762 41,6 Steiermark 719 1.253.784 266.494 21,3 459.083 36,6 528.207 42,1 Tirol 342 557.630 159.241 28,6 207.589 37,2 190.800 34,2 Vorarlberg 142 170.100 8.132 4,8 50.487 29,7 111.481 65,5 Wien 1.206 2.571.298 521.896 20,3 911.624 35,5 1.137.778 44,2 Mittelwert 445 748 594 131 342 15 264 892 35 352 361 51

Cluster Governance

Mechatronics Cluster Upper Austria The cluster manager is Christian Altmann and coordination is done by Mechatronik Cluster Upper Austria. The Mechatronics Cluster Upper Austria pursues several objectives. The first aim is to increase the visibility of the mechatronics industry nationally and internationally. Second, an important objective is the initiation of co-operations and the linking of actors in the mechatronics area. Last but not least, an important topic is the internationalization of the cluster. Furthermore, it is tried to organize know-how transfer and bring forward a positive mechatronics industry reputation. Mechanics, electronics and informatics build the main application field of the cluster. Cooperation and knowledge transfer is assured by meetings, conferences, and workshops. The objective should be that there is a high interaction degree between the participants; therefore workshops gain more and more importance. The overall objective of such events is triggering actual cooperation projects.

Platform Automation Engineering Styria The driving force behind the platform is Udo Traussnigg head of the CAMPUS 02 University of Applied Sciences degree program Automation Technology which is also responsible for administration. The platform has two main aims. The first aim is to increase the visibility of automation engineering in general within Styria in order to intensify company co-operations and to better serve the market. Second, synergies (e.g. saving potentials in qualification and training programs) should be used in order to enable things that would not be possible otherwise.

Cluster Innovation Activities

Mechatronics Cluster Upper Austria Due to the high amount of companies involved in the mechatronics cluster, just some exemplary ones and their contribution to innovation will be described. BASF SE manages product and process

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innovations by means of the so called five-level PhaseGate-process ranging from finding an idea to the introduction on the market. The company focuses on innovation especially in the area of energy efficiency von products and processes. The companies’ captive innovation ability is seen as an instrument for sustainability. Approximately one third of the R&D spendings is used for products and technologies increasing energy efficiency as well as climate protection, conserving resources and renewable raw materials. Until 2020 BASF aims at reduce emission of greenhouse gases by 25% and of organic substances and nitrogen by 80%. Furthermore, they are trying to increase energy efficiency of production processes by 25% (Rotter, Stecker, 2010).

EAS Automatisierungstechnik GmbH and Böhler Miller Messer und Sägen GmbH are, among others, members of the Platform for Innovation Management (PFI, 2011a). This allows additional direct exchange of cross-industry know-how and experience. Common projects offer the possibility for direct gaining of innovation competence. Furthermore, the companies use the opportunity to present their own innovative products and services in order to receive feedback from the view of other industries and knowledge areas (PFI, 2011b).

BIS Chemserv GmbH received the award called “Oscar der Instandhaltung” in 2010 for their developed anti-friction bearing invigilator “Vibra Check”. The development was a cooperation with Linz Center of Mechatronics (also a cluster member) and Hagenberg Software GmbH. The system tries to avoid premature unplanned breakdowns caused by damages of rolling bearings through state-oriented supervision till the next regular shutdown. Responsible for this development within BIS Chemserv was the department Center of Maintenance Methods and Technology. It is their task to combine new insights gained from maintenance technology with tasks of practical interest (Chemiereport.at, 2010).

All production processes in the company Fill Gesellschaft m.b.H. are accompanied by significant machine and facility innovations in the areas of foundry engineering and metal cutting. In 2010 the company was able to achieve record increases in the foundry engineering area and further to increase the export ratio to 90%. For instance, the company introduced the “low pressure caster” which offers casting, cooling and ergonomic operation within a repeatable process and delivers premium aluminium castings. Furthermore, new standards were set in cast cleaning of iron casting. This innovative technology was already filed as patent (Giesserei Verlag, 2011).

Already in 1983 igm Robotersysteme AG was awarded with the “Österreichischen Staatspreis für Innovation” for the development of a jointed-arm robot. In 2011 the company received the “go- international Award” for their demonstrably sustainable international development. Since its foundation in 1967, igm was growing up to one of the leading innovators in the area of technical welding products. Nowadays, the company is a specialist for the planning and solution of customer- specific technical welding production facilities. The company’s innovational strength is based on an own internal R&D department. Combined with driving customer demands, a high technical standard and maximum flexibility igm rates among the technological leaders since more than 40 years (AUTlook, 2011).

KEBA AG stands for technical innovation, professionalism and dynamic (KEBA, 2011). The company follows the principle “automation by innovation”. This underlines the central and strategic importance of innovations for the company. The increasing complexity and dynamic of the

CAMPUS 02 University of Applied Sciences Report of the Hubs Actors – Austria

entrepreneurial environment forced KEBA to create a special department called “Technologie- /Innovationsmanagment (TMI)” which ensures systematic innovating in order to set trends via innovative products and technologies further on (FH Oberösterreich, 2010).

Salvagnini Maschinenbau GmbH was marked out as one of the five most innovative companies in the Upper Austrian region. The company benefits from the relationship with University Linz which was already established in 2000. Through these synergies, technologies like “abt” or “sixth sense” could be developed (maschine + werkzeug, 2006).

Linz Center of Mechatronics GmbH and technosert electronic GmbH developed a special high performance LED spotlight together with Andreas Wolkenstein. LCM was responsible for the technical realization, including the programming of the complex control system, while technosert task was to produce the modules of high quality. According to the managing director of LCM, the tight cooperation with competent technology partners allows to cover the whole chain of innovation in order to provide customers solutions out of one hand (OÖ Nachrichten, 2011).

Platform Automation Engineering Styria The following eight companies exemplify the platform in total. The key characteristics of DPB are its customer orientation and their sustainable implementation of new ideas. Quality and speed have a huge influence in their industry. By following the principles of constantly rethinking and flexible despondence to changing requirements of all involved parties on the one hand and the usage of their experience and creativity on the other hand the company has become a leader within the glass fibre industry (New Business News, 2010).

Already in 2007 the company eposC process optimization received the so called “Innoward” in gold for their enhanced Model Predictive Control (eMPC) solution (apr, 2008). The enterprise has realized an autopilot for manufacturing facilities. With the help of this innovative technology eposC is not only trying to increase the revenues of paper manufacturers, they also expect increases in turnover (Schumy 2008a).

Frissenbichler invented a water wheel system with high performance and low costs although it has a simple and modular setup. This innovative new development is further characterized by high profitability, long life and a nice appearance as combination of wood and metal. The latter fact makes it especially suitable for applications in cultivated landscapes (Frissenbichler, 2011).

GUEP Software is a specialist in customer-specific IT-projects. It develops innovative software solutions since a decade. The transformation of visionary products to future-proof software developments is part of their core competences (Pirem, 2011).

During the last centuries Hage has established a remarkable worldwide reputation. In 2009 the company launched the visionary research and innovation project called Hage 2015. In the first project phase which ended in the beginning of the year 2010, an innovative and promising product/service was extracted from all proposals and possibilities. The second step is the concrete realization of the idea. Hage 2015 is treated as showcase project (ISN, 2011).

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Industrie Automation Graz is a future-oriented company providing metrology and data acquisition solutions. Innovative products and services are the basis for their successful development and brought benefits and technical progress for their customers. To their most important tasks belongs the continued expansion of technical knowledge and competences and the promotion of all those processes which ensure a continuous flow of innovation within the company (IAG, 2011).

Knapp Logistik Automation invested 17.7 Mio. EUR into R&D activities in 2008. About one fifth of all employees in Graz work on innovations in the area of warehouse logistics and automation. The company already received numerous awards. According to the company, innovation means to determine the technological development within their core markets significantly. It is important for them to be one or more steps in front of their competitors regarding customer needs (Schumy 2008b).

Austria is a country of innovative manufacturing technologies. This is not only proven by the companies already mentioned, but also from M&R Automation. The company is constructing manufacturing facilities and regularly gaining international major contracts. They are consequently investing in R&D to be able to provide flexible assembly lines and innovative measurement machines as individual overall solution on the market (Journal Graz, 2007).

Role of Stakeholders This section lists up the most important stakeholders or rather central players within the two investigated clusters.

Mechatronics Cluster Upper Austria Upper Austrian Federal Economic Chamber: In general, the chamber has a huge influence on the network due to the fact that financing is based on it. Furthermore, the chamber rates among the owner of Clusterland Oberösterreich GmbH who is the host organization of the cluster.

Federation of Upper Austrian Industry: it is the second public institution supporting the cluster and its development. Like it is the case for the Economic Chamber, also the Federation is an owner of the cluster’s host organization.

Fill Gesellschaft m.b.H, Wintersteiger AG, Engel Austria GmbH: those three companies built the driving force in the cluster. All of them rate among the larger Austrian companies and have rather high export ratios. Each of the three companies has also a seat in the cluster’s consultative committee. Engel Austria is also referred to as being customer of other cluster member firms.

Bosch Rexroth GmbH: the company seems to take a central role within the cluster. Within the benchmarking interview process the enterprise was mentioned by several participating companies as being one of their customers, suppliers or partners. However, it should be mentioned that not only the Austrian location was referred, but also foreign subsidiaries (above all the German headquarters).

With reference to customers it can be said that car manufacturers (e.g. BMW or Daimler) rate among important customer groups. Since those companies need to be innovative and reliable themselves, it

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is obvious that they require the same characteristics from their suppliers. Consequently a part of the cluster members is forced to constantly improve their goods and services and to deliver good quality.

Software Competence Center Hagenberg (SCCH): it is one of the largest independent research centers regarding Software within Austria. It is a member of the cluster and represents one of the most important R&D partners.

The Mechatronics Cluster itself is referred to as the most important partners concerning know-how and information transfer as well as the initiation and implementation of cooperative projects.

Platform Automation Engineering Styria UAS CAMPUS 02 (degree program Automation Technology): the main part of operational platform activities is performed by the degree program including organization and administration. This is also the reason why its head is also fulfils the function of platform management. In general, UAS CAMPUS 02 is the only real research institute involved in the platform. Therefore it takes an important position regarding R&D activities and connected collaborations. Many R&D projects are therefore handled over the University of Applied Sciences.

Styrian Federal Economic Chamber: especially the industry section rates among the operative drivers of the platform. In general, the chamber has a huge influence on the network due to the fact that financing is based on it. Due to their important supporting position it is not surprising that two employees of the chamber are part of the platform management board.

M&R Automation GmbH: Ing. Herbert Ritter, the founder of the company, was one of the driving forces behind the foundation of the platform. Therefore, it is not surprising that the company is also one of the operative drivers regarding the platform activities. In regional terms, the enterprise rates among the most economy-driving companies within this industry sector.

Dynamic Assembly Machines GmbH: Besides M&R, also DAM seems to take a central role in the platform. According to the benchmarking data, the company acts as supplier, customer and development partner. As a consequence it can be said that the company promotes the internal cooperation within the platform.

Graz University of Technology: Although the university is not part of the platform itself, it rates among the most often referred R&D partners alongside CAMPUS 02. The university’s support is therefore essential for the platform members in order to generate and work out knew ideas.

References 4C foresee – Management Consulting GmbH Wien AUSTRIA (2009): Cluster in Österreich: Bestandsaufnahme und Perspektiven, http://www.clusterplattform.at/fileadmin/user_upload/studien/Endversion_Cluster_in_OEsterreich_ -_Bestandsaufnahme_und_Perspektiven_080809.pdf

Altmann, Christian (2011): Interview with Christian Altmann, Cluster Manager of the Mechatronics Cluster Upper Austria; March 8, 2011; Linz, Austria.

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AUTlook (2011): igm – ausgezeichnet!, http://www.autlook.at/business-news/igm- ausgezeichnet.html

Chemiereport.at – Das Branchenmagazin (2010): BIS Chemserv erhält „Instandhaltungs-Oscar“, 4/2010, p. 47, http://www.hagenberg- software.at/company/press/Pressebericht_Chemserv_Oscar.pdf

FH Oberösterreich (2010): Innovationsführer KEBA zu Gast bei IPM!, http://www.fh-ooe.at/campus- wels/studiengaenge/master-studien/innovation-and-product-management/news- events/news/news/article/innovationsfuehrer-keba-zu-gast-bei-ipm/

Frissenbichler (2011): Patentiertes Wasserrad System, http://www.frissenbichler.com/index.php/pressnews/46-erneuerbare-energie/1-patentiertes- wasserrad-system

Giesserei Verlag – Die Branchenplattform (2011): Mit Innovationen zum Exportmeister, 23.02.2011, http://www.giesserei- verlag.de/Content/News/AktuelleNews/Nachrichtendetails/tabid/366/sni%5B879%5D/9114/languag e/de-DE/Default.aspx

IAG – Industrie Automation Graz (2011): Firmenstrategie, http://www.iag.co.at/ueber- uns/firmenstrategie.html

ISN – Innovation Service Network (2011): HAGE 2015 – das visionäre Forschungs- und Innovationsprojekt, http://www.innovation.at/news/hage-2015-das-visionare-forschungs-und- innovationsprojekt/

Journal Graz (2007): Bayern fährt auf steirische Kompetenz ab, Journal Graz, 01.08.2007, p. 20-21, http://www.mr-automation.com/images/stories/presse_ver/bmw.pdf

KEBA (2011): Unternehmen, http://www.keba.com/de/unternehmen/ maschine + werkzeug – Fachzeitschrift: Werkzeugmaschinen, Metallbearbeitung, CNC, … (2006): Auszeichnung für Innovation an Salvagnini, http://www.maschinewerkzeug.de/index.cfm?pid=1469&pk=58811

New Business News (2010): Individuelle Wünsche im Mittelpunkt, KW 51, p. 3, http://www.newbusinessnews.at/archiv/PDF/NewBusinessNews_51-2010.pdf

OÖNachrichten (2011): Österreicher bringen saudisches Luxushotel zum Strahlen, 08.02.2011, http://www.technosert.com/pressespiegel/detail/?tx_ttnews[tt_news]=271&tx_ttnews[backPid]=15 5&cHash=a2a1852d52

Pirem (2011): PiReM Portfolio, http://www.pirem.at/produkte.html

PFI - Plattform für Innovationsmanagement (2011a): Mitglieder, http://www.pfi.or.at/work/content/organisationMitglieder.php

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PFI – Plattform für Innovationsmanagement (2011b): Nutzen, http://www.pfi.or.at/work/content/zieleNutzen.htm

Rotter Maja, Stecker Rebecca (2010): BASF SE Kurzfallstudie im Rahmen des Projekts „Meta-analyse: Nachhaltigkeitsstrategien in Politik und Wirtschaft“, http://www.innovative- nachhaltigkeit.de/htdocs_de/pdf/BASF_SE.pdf

Schumy Barbara (2008a): Innovation: Wenn Papierfabriken die Produktion auf Autopilot umschalten, Wirtschaftsblatt, 27.10.2008, http://www.wirtschaftsblatt.at/home/schwerpunkt/dossiers/innovation/348386/index.do

Schumy Barbara (2008b): Der Logistikspezialist, Wirtschaftsblatt, 30.07.2008, http://www.wirtschaftsblatt.at/home/oesterreich/unternehmen/steiermark/der-logistikspezialist- 337150/index.do

Statistik Austria (2010): Erhebungen über Forschung und experimentelle Entwicklung (F&E) in Österreich, http://www.statistik.at/web_de/statistiken/forschung_und_innovation/f_und_e_in_allen_volkswirts chaftlichen_sektoren/index.html

Traussnigg, Udo (2011): Interview with Udo Traussnigg, Manager of the Platform Automation Engineering Styria; July 21, 2011; Graz, Austria.

CAMPUS 02 University of Applied Sciences International Report of the Hubs Actors and List of Actors operating in the Cluster Hub

Czech Republic

Report of the Hubs Actors

Report of the Hubs Actors – Czech Republic

Innovation in the Region

Both clusters analyzed by CVVI within the project C-Plus are situated in the South-Moravian region. The main strategy of the region considering the innovation was created in cooperation of regional government and government of city Brno. This strategy was development in cooperation with South Moravian Innovation Centre (JIC).

South Moravian Innovation Centre aims to promote enterprise skills development and commercialisation of research in South Moravian Region. JIC brings together all higher education institutions in the region in a powerful partnership that aims to maximise the contribution of higher education to regional and national economies.

Its mission is to effectively support the foundation and development of innovative companies in the region and the plan is to become provider of support to innovative companies in Czech Republic and whole Europe.

Regional innovation strategy

Regional Innovation Strategy (RIS) is a long-term strategic development plan for the region. First version was developed in 2002 when the South Moravian Innovation Centre has been established. Since that time there has been update about new development connected to entrance of Czech Republic into the European Union. JIC developed tools to support emerging innovative firms, established the South Moravian Center for International Mobility to support human resources for science and research. The last update of the RIS has been done in 2009. The strategy is based on an in-depth survey of the needs of 200 technology companies in the region and the work of dozens of experts on regional development.

The aim of the Regional Innovation Strategy of South Moravia is to coordinate and implement activities to strengthen the competitiveness and sustainable development of the region based on talented people, cutting edge research teams and globally competitive companies.

Regional innovation strategy can be thought of as a six-year plan, which was defined based on expressed needs of technology companies from 185 counties, dozens of scientists and the work of many experts in regional development. But it is not a document full of phrases, but justified by an annually updated list of projects which have synergies in its aim to move the South Moravian region

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

between regions with the highest quality of life in Europe. This document (the so-called Action Plan RIS) is the main tool of the RIS.

The RIS is in line with strategic national documents such as Economic Growth Strategy, which is prepared as conceptual material, which aims to roof and coordinate the sub-components of the state executive power; National Development Plan, which is a basic strategic document designed to ensure the maximal volume of support the European Structural Funds and European Cohesion Fund; National Innovation Strategy (NIS), which is a comprehensive document to promote innovation as one of the most important means of developing the economy and increasing the competitiveness of the Czech Republic.

Clusters in Czech Republic

One of the problems of the Czech business environment is the continuing isolation of companies. Support from European funds therefore focuses on the creation and development of clusters.

Cluster formation is a very long process that usually takes place in 2 stages: the mapping of the cluster and the establishment and development of the cluster. In its initial phase, the facilitator helps the process, which operates leading to the start and development of cooperation between potential cluster members in order to bring cluster initiative in the establishment phase of the cluster. In the Czech Republic started this process quite recently in comparison to other countries in central Europe such as for example Italy, where clusters have more than 50 years old tradition. Due to that the most of the Czech clusters are very young and must have been or still must be supported from the government either regional or national. In this time there are about 43 already established clusters and 3 initiatives for establishment of new clusters in the Czech Republic. Some of the clusters are already in developed stage and some of them are just after the facilitation phase. Most of the cluster initiatives were supported in the phase of their establishment from Structural funds and now in the later phase changing the financial model more to member fees and participation in European projects.

The main provider of cluster organisation support on the national level is Ministry of Industry and Trade of the Czech Republic (MPO) with its Investment and business development agency – Czech Invest. Financial instrument of Ministry for clusters support is Operational Programme Enterprise and Innovations (OPEI) 2007 – 2013 – Cooperation programme co financed by EU Structural Funds.

Czech Republic introduced a cluster support programme in order to overcome barriers for collaboration and economic costs of SMEs’ isolation. Therefore traditional approach already implemented in other European countries such as in Slovenia was carried in 2004 along with several Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

pilot projects. Therefore, a mapping of regions having potential for clusters’ development was conducted and was followed by a call for proposals to support the forming of cluster organisations.

The main indicators measuring the impact of the support program were addressing:

The number of joint R&D projects led by the cluster organisation and performed by universities and research institutions. The number of joint R&D projects involving the R&D facilities owned and managed by the cluster organization. The average number of cluster members participating in R&D joint projects. The number of products, technologies or processes developed or commercialised as a result of joint cluster activities. The number of education and research organisations involved in cluster activities and the number of person-days dedicated by external researchers to cluster activities.

However, although these indicators are key elements of the cluster assessment in Czech Republic, the evaluation should also consider the value of cluster members’ interactions which one is not necessarily revealed by the number of patents or technology transfers. For instance, the industry- relevant research performed by universities, the increased capabilities of cluster members, the SMEs’ profits and investments that can be linked to the cluster activities might also be regarded as cluster policy’s outcomes.

Financing of clusters

Support for clusters and cluster initiatives from Structural fond is in the Czech Republic coordinated by the Ministry of Industry and Trade under the Operational Programme Enterprise and Innovations (OPIE) in the priority axes Cooperation. The purpose of this measure is to improve the institutional framework for providing high quality services to industrial and business sector, particularly through building cooperation networks between enterprises and innovative industry clusters and regions. The measure aims to promote economic growth and competitiveness of the economy development of the clusters, which can be created at regional, national or transnational level.

The program supporting the creation of clusters is divided into two phases. The first is aimed at identifying suitable companies for cluster development, assess the viability and benefits of clusters. Following the positive results of this first phase of finding a critical mass of businesses and significant economic benefits for regional cluster development can be initiated at the second stage - the creation and development of clusters.

This approach aims to help novice initiatives and activities to facilitate the difficult beginning of the cluster development. Properly embedded funds may enable to start with the cluster activities much faster. The program envisages a gradual increase private sector involvement in parallel with the

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

development activities of the cluster initiative to complete takeover of the cluster initiative members of the cluster.

Supporting actors

There are to main institutions in the Czech Republic supporting clusters:

National Cluster Association

Besides the state framework of support there is National Cluster Association – NCA registered from 2008 as non-profit organization. NCA acts as knowledge platform for clusters, co-ordinates and develops cluster activities, associates and represents their interests towards national and international partners. The main target audience is cluster organizations and initiatives, universities, development and innovation agencies, consulting companies etc. National Cluster Association (NCA) matches subjects and individuals with the aim of coordination and sustainable development of cluster activities and development of cluster policies in the Czech Republic. It´s activities are based on concentration of knowledge, experience and expert´s findings for strengthening of competitiveness of the Czech Republic.

National Cluster Association (NCA) brings together organizations and individuals to a coordinated sustainable development of cluster initiatives and clusters, development of cluster supporting policies in the Czech Republic on the basis of concentration of knowledge, experience and expertise and by that enhance the competitiveness of the Czech Republic.

Mission of the NCA is to create long-term platform for professional development of cluster initiatives in the Czech Republic and an active interface for their internationalization.

NCA would like to:

To strengthen the clusters in innovation and development strategies of the Czech Republic Dynamic development of key sectors and emerging technology-based clusters Institutional support for cluster organizations and initiatives Higher efficiency and quality of cluster management Increased utilization of social capital and innovation based on knowledge sharing More effective transfer of best solutions on an international scale

Investment and Business Development Agency (CzechInvest) Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

Furthermore Czech Invest is the institution providing the cluster support on the national level as well. The main objective of Czech Invest, the Investment and Business Development Agency, is to advise and support existing and new entrepreneurs and foreign investors in the Czech Republic.

CzechInvest is a state contributory organization of the Ministry of Industry and Trade, which strengthens the competitiveness of the Czech economy by supporting small and medium business infrastructure, innovation and attracting foreign investment in manufacturing, strategic services and technology centres.

In order to simplify communication between state, business and the European Union, CzechInvest covers the whole area of business support in the manufacturing industry, both from the EU and from the state budget. CzechInvest also promotes the Czech Republic abroad as a suitable location of mobile investments, is the sole organization that allowed governing bodies to submit applications for investment incentives and supports Czech companies wishing to participate in the supply chains of multinational companies. Through its services and development programs CzechInvest contributes to the development of domestic firms, Czech and foreign investors and the general business environment.

Services of the agency: providing information about support for small and medium enterprises implementation of grant programs funded by the EU and the state formal advice to projects database management business support contractors - managing the database of Czech suppliers assistance in the implementation of investment projects mediation of state investment support Aftercare - services for foreign investors, who are already active in the Czech Republic, support for reinvestment

CzechInvest established in 2004 a network of thirteen regional offices in all regions. This was an extension of their services. CzechInvest regional offices provide information about the agency and the possibilities of business support from EU structural funds, helping companies to realize their investment interest in the region and cooperate with representatives of local governments, schools and other regional institutions in search of opportunities for development of business environment region. Part of the regional activities is also support of clusters and cluster initiatives.

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

R&D environment in the region

The two basic attributes of science and research and then implement innovation and the knowledge economy include the amount of financial resources spent on these activities, as well as the number of workers who are in science and research employment. From this point of view can be seen across the county significant differentiation.

Total expenditure on research and development are the highest in Prague, when the share of expenditure of whole Czech Republic is approximately 37%. This indicator, like the vast majority of others Prague's position is special among the other regions. Second place in terms of share of nation spending on science and research occupies the Central region. Its proportion is less than 22%. In practice it happens that about 60% national expenditure on research and development takes place in Prague and the region that surrounds it. And third place is the South-Moravian region, where the proportion of expenditure is about 10.8% from the whole expenditure of R&D in Czech Republic. In terms of employment in science and research, the South-Moravian Region, the situation is even better, as after Prague (40%) occupies second place with a share of 17% employees. On the third place is the Central region with 9.4% share from R&D employees.

In 2004, the public universities in the South Moravian region realized 1 305 research projects with a total volume of 35 million EUR. Highest proportion of the number of projects reached Mendel University of Agriculture and Forestry University, where were done rather less financial demanding projects - at this university was realized almost half of the projects, but consumed less than one third of financial resources. On the contrary, most financial demanding R&D are activities of the Technical University of Brno (TU), which is related to its focus the field of modern technologies (materials engineering and chemistry of materials, aircraft design, communication technology, cybernetics and artificial intelligence, mechatronics, information technology). Universities often cooperate on research projects together with the Academy of Sciences and its institutes. In South-Moravian region, respectively in Brno are located these institutes: Institute of Archaeology, Institute of Psychology, Institute of Biophysics, Botany Institute - Department of Ecology, Department of Experimental fykologie and Ecotoxicology, Institute of Analytical Chemistry, Department of Vertebrate Biology, Institute of Physics of Materials, Institute of Geonics, Institute of instrumentation.

Considering the competitiveness of individual regions from the point of view of the development conditions for scientific research and innovation, then the region can again be divided into several groups. It should be stressed that in the regions is the research and development in concentrated in big centers, especially in regional cities. These centers should play in the future important role in terms of clustering, which can significantly affect the functioning of economic and consequently and social environment of the regions.

South-Moravian region has with the Moravian-Silesian region exceptionally good conditions for development of science and research. Outstanding conditions for the development of science

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

research and innovation can be seen in the number of 60,000 university students in the South-Moravian region and the fact that universities are well evaluated on a national scale and very successful in comparison with other universities for example in obtaining grants, etc.

Based on previous data can be argued that South County's most innovative region in the Czech Republic (Except Prague, which is virtually out of the other regions.). South Region developed in 2009 already the third version of the Regional Innovation Strategy, which developed in cooperation with the South Moravian Innovation center. Key activities in support of the implementation process of innovation and research projects are also activities of Chamber of Commerce Brno.

Selected data on science and research in the South-Moravian Region 2008 2009 2010 R&D performers, total (R&D workplaces) 342 365 420 Sector of performance: Business enterprise 276 298 349 Government 28 28 29 Higher education 28 27 29 Private non-profit 10 12 13 R&D personnel, total (full-time 7 501 8 387 8 732 equivalent)1) Sector of performance: Business enterprise 3 080 3 848 4 068 Government 1 416 1 297 1 215 Higher education 2 978 3 222 3 412 Private non-profit 27 20 38 R&D expenditure, total (CZK mil.) 6 047 8 127 8 411 Sector of performance: Business enterprise 3 087 4 610 4 565 Government 1 058 1 235 1 174 Higher education 1 888 2 264 2 627 Private non-profit 15 17 44 1)Recalculated to full-time devoted to R&D (FTE). http://www.czso.cz/csu/2011edicniplan.ns 1

South-Moravian region has a significant position in the higher education system in the Czech Republic. In the region is situated 5 public high schools, 7 private universities and there are several branches of universities from other regions. The strategic potential for the development of the region primarily provide technical (information technology), medical and natural sciences. In 2005-2008, the number of university students in the region increased by nearly a fifth. Among schools dominated the Masaryk University, with approximately half of the students in the region. In year 2008 was studying in the South-Moravian region almost 70 000 students, which is approximately 20% of all students in the country.

An integral part of the university's scientific and research activities. From this perspective the most important are Masaryk University, Brno University of Technology, Veterinary and Pharmaceutical Sciences Brno, Mendel University of Agriculture and Forestry in Brno. Here studies for about a

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

quarter of PhD. students of Czech Republic, who represent the most dynamic research capacity. In addition to universities in the region is several research institutions. The success of research and development and other options are limited by financial resources and labour potential.

Results of these investments are identified in the following table:

Selected data on science and research in the South-Moravian region Region

2008 2009 2010

Patent applications, total 78 85 105

Sector of applicant:

Business enterprise 29 35 54

Government 11 8 12

Higher education 19 19 28

Natural persons 20 23 12

Scientists and engineers

Average monthly gross wage (CZK) 51 762 41 374 42 373

Students of science and engineering fields of education at universities Science 4 503 4 685 4 655

Engineering, manufacturing 6 627 6 616 6 573 and construction

Exports of high-tech goods, total 23 385 35 086 27 219 (CZK mil.)

Scientific instruments 4 051 5 489 5 157

http://www.czso.cz/csu/2011edicniplan.nsf/krajkapitola/641011-11-r_2011-19

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

Cluster Governance

A) Network Security Monitoring Cluster (NSMC) Network Security Monitoring Cluster (NSMC) is co-operative industrial cluster focusing on the network security and security in ICT. NSM Cluster has 21 members together with Masaryk University in Brno and is open for other members. It was founded in South-Moravian Region and most of current members ale held in South Moravia but clusters ambition is to become interregional grouping in Czech Republic (and also to Europe).

The cluster has been established in year 2010 from the initiative of the companies who felt that the dilemma of information infrastructures security against threats is up-to-date and its relevance is increasing. Herewith the pressure in terms of legal norms, organizational, methodical and also technical systematic solution creation is increasing too and the cooperation could strengthen the position of single companies in development of information infrastructure protection.

Cluster is managed by one team of two member team of Cluster manager Mrs. Jitka Studenikova and its assistant. The cooperation inside the cluster is secured by the direct communication between cluster members which is topped by meetings of all cluster members on regular basis. The cooperation and coordination of common projects is topped by the cluster management. The fields of cooperation of the members covered by cluster managements are especially scientific and research projects, cluster promotion and promotion of its members, know-how sharing and the representation towards other associations and international organizations related to the network security monitoring and security in ICT topic.

Cluster members provide services to companies especially in network traffic Audit, when they are analysing the company network and are able to provide information about traffic in the network. One of other services is fibre network audit and also the consulting in network security monitoring field which is aimed at providing services in following fields:

- Secured network concept

- Network security fundamentals

- Network security (monitoring) trends

- Laws, bills and rules in network security sphere

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

- Network security papers

- Join us in our research about network securing in Czech companies, fill in our questionnaire

- Network Security Spring School on-line (in progress)

- Web-seminar: Do you think that you know what is happening in your network? (in progress).

B) Cluster of Czech Cabinet Makers (KCN) The cooperative Cluster of Czech Cabinet Makers (Klastr českých nábytkářů) was incorporated on 22 June 2006 in Brno. It associates 37 companies, 29 of which operate in the cabinet-making and interior design fields, 5 consulting companies in the field of domestic and international exhibition and corporate development support, two professional organizations and the Mendel University of Agriculture and Forestry in Brno. A majority of members come from traditional furniture regions of the South Moravian Region, Vysočina Region, Pardubice region and Hradec Králové region.

Cluster is managed by management team of eight employees with the chairman Mr. Radek Brychta.

The subject of the cluster’s business is cabinet making, mediation of furniture trading, research and development in the field of the cabinet-making product innovation and furniture safety, including quality of life, and the rendition of organizational and economic consultancy services.

Objectives of KCN

- Help Czech furniture manufacturers, especially small and medium-sized businesses succeed in foreign markets.

- Link doctoral researchers with a production base of furniture manufacturers and provide access to the latest technical knowledge and progressive technologies.

- Creating optimal conditions for technology transfer.

- Reduce costs and make more cost efficient the marketing support of Czech furniture sales in the domestic market and abroad.

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

- Modernize laboratory of Mendel University in Brno and ensure a qualified independent attestation of furniture worldwide.

- Promoting the brand: Czech Quality - Furniture.

- Ensuring continuous communication between production and R & D companies and organizations.

Cluster Innovation Activities

A) NSMC The cluster is still in the phase when it passed the phase of facilitation and now prepare the strategy for further development and cooperation on development of innovations. the main activities on which will cluster concentrate are:

- R&D projects - Networking - CommUNIty Program - Clusters projects participation - Cooperation with other institutions - Conference - Representation

NSMC is member of association of R&D organizations, participates in international project C- Plus, Cluters-Cord and Centrope_tt. The cluster cooperates with institutions from South- Moravia region, especially South Moravian Innovation Centre, Microsoft innovation centre Brno and Czech Chamber of Commerce.

The fields of cooperation of the members in the cluster are:

- projects in terms of technical innovative infrastructure;

- scientific and research projects;

- designing and complex solutions integration in network security monitoring field;

- cluster promotion;

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

- networking, know-how sharing;

- education and training about network security monitoring;

- actual network security trends and information sharing;

- creating and comment draft bills concerning the dilemma of network security monitoring and security in ICT;

- the representation towards other associations and international organizations related to the network security monitoring and security in ICT topic (e.g. ENISA, IT Security in Germany).

B) KCN

The main objective of KCN is a common pro-export policy for Russia, Ukraine, Canada and the German-speaking countries with the support of CzechInvest and CzechTrade and support the development of product innovation and research for member companies.

The strategy of the cluster:

Help the Czech furniture manufacturers, especially small and medium-sized businesses succeed in foreign markets. As the target countries were selected: Canada, Russia, Ukraine, Germany.

Link doctoral researchers with a production base of furniture manufacturers and provide access to the latest technical knowledge and progressive technologies.

Reduce costs and increase the efficiency of the marketing support of Czech furniture sales in the domestic market and abroad.

Modernize the laboratory of Mendel University of Agriculture and Forestry in Brno, to provide qualified independent attestation of furniture worldwide.

Promote the acquisition of the brand "Czech Quality - FURNITURE" Member firms of the cluster.

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

Activities of the cluster are divided into five working groups (WG) dealing with a one group of activities. There are created three working groups focusing on export – WG Russia and Ukraine, WG Canada and WG Germany. Another WG is dedicated to Research and development and is kept separate and ensures innovation processes, research and development of new programs, testing and certification, etc. Another WG is the Marketing and exhibitions, which fills the nature of marketing activities, incl. creation of the common catalog and create a marketing strategy.

Cluster of Czech Furniture is based on innovation in production, to be constantly competitive clusters of firms both domestically and in foreign markets. The cluster has the system of strategic product innovation and innovation of production programs, based on that can innovate and develop new products and manufacturing programs according to market demands and fashion trends. The innovation process is based on pre-defined inputs, such as market studies, participation in domestic and international trade fairs, catalogs.

Role of Stakeholders

Role of each cluster member in each cluster is very different and depends on the type of the organization, position in the cluster, actual economic situation of the company. All of the cluster members are very important as they represent the variety and difference in the cluster as well as industry. Each of them is bringing something valuable to the cluster which significantly contributes to the critical mass of the cluster membership. Its diversity, accompanied by the same field of expertise is enabling them to join the competencies and cooperate on new R&D projects as well as other important activities.

Large companies are playing a significant role within the cluster. Due to their large extent of production they are investing more to the R&D activities, are generating innovations and also securing their IP with the patents and last but not least involving the SME’s into their supplier chains or outsourcing capacities. On the other hand larger companies in the cluster can take the leading role and organise the supplier network. This network should have to be developed on the basis of joint R&D. Czech suppliers are not price competitive compared to those from Eastern countries and therefore they are building their competitiveness on knowledge and expertise.

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

On the other hand, SME’s play important role in the cluster as well. With their flexibility and possibility to quickly and effectively adopt to the new market trends and to the demands also of the large companies they represent one of the very important innovation cradles.

In both clusters analysed in the project C-Plus is same decision making system. Normally the cluster holds regular thematical meetings (assemblies, programme councils, board meetings, directing commissions,...) of member representatives where are discussed the issues, future activities, strategies… The basic rules of working of the clusters are stated in statutes of each cluster. The strategic decisions are made base on voting of cluster member and in the day to day management is the cluster manager authorized.

In order to follow the needs of the industrial members in the cluster and to consider their demands and desires, more bottom-up approach of the management and decision making is used. Clusters are including their members to all important management decisions about the future plan of activities, business strategies, objectives and aims.

Innovative leaders and most important members of the cluster

A) NSMC

AdvaICT

AdvaICT, a.s. is a company providing complex solutions in monitoring, administration and computer network security areas. Our company has been operating since 2006 as a Masaryk university spin-off. The founding of the company was preceded by a long-term research and development of Network Behavior Analysis technology co-financed by Czech Ministry of Defence & Armed Forces of the Czech Republic, European Union and US Army. Based on the origin of the company and its know how property in become one of the most innovative companies that concentrates experts from network security area with wide experience from academic research and industrial environment.

The goal of the company is to be number one in resolution of network related issues solution and make the management of IT infrastructure better, safer, easier and cheaper.

INVEA-TECH

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

INVEA-TECH develops and markets comprehensive network solutions for networks from 10 Mbps to 100 Gbps. The core idea is to provide complete range of products and services for network security, network monitoring, traffic analysis and hardware acceleration. The crucial attribute of each successful company is a reliable and good-secured computer network. Even a short-term network dropout causes company infrastructure problems and can lead to heavy financial losses, harming the company's reputation and dissatisfaction or loose of customers. Same problems can be caused even by reduced availability and slow responses of critical applications. INVEA-TECH offers solutions that helps customers to avoid such problems. These network solutions are innovative as well as cost effective with good reputation among today`s adopters.

UNIS COMPUTERS

There is a huge increase in almost all areas that fall within the field of information technology. It is clear that one of the engines of development of the Internet, which sets new boundaries and affects all business information and communications technology through a simple computer, communication elements to the end application. UNIS Computers accommodate this trend, of course, and is able to offer a wide range of modern services and solutions.

B) KCN

HON – furniture

The company HON - furniture, joint-stock company reassumes the family tradition established by Jan Hon in 1924. From the original small joinery workshop, it grew into a prominent Czech manufacturer of office furniture and interior accessories. The success of the company is based on family model when the company is operated by Vaclav and Jana Hon. Their sons and their families also share the running of the company, ensuring a continued future.

Dřevojas (BMF)

BMF, a manufacturing co-operative is a leading producer and contractor of bathroom and hotel furniture and furniture made for the European market. The company has gained its

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

experience of manufacturing furniture over a period of more than 60 years. The important feature is to mention that it is a company without any foreign capital. The company’s strategy is based on manufacturing programme of high quality bathroom furniture with an attractive and practical design at a favourable price.

BMF endeavors to accommodate modern trends and customer requirements, and as a result is constantly extending its offer with new types of bathroom furniture with basins from leading producers of sanitary ceramics, with whom the company works closely. Within this cooperation the company work hard on research of new materials and designs or modification of already known materials for use in wet environment. By the implementation of these innovations is the company able to keep up with other European companies. It is customer demand, which the company endeavors to accommodate both through its offer of quality bathroom furniture and through new trends. BMF also improves sales paths and trade lines to access all its customers and satisfy their needs.

Nadop

A Czech furniture manufacturer – the company NADOP Ořechov has operated in the furniture market since 1990. The broad production assortment includes seating sets, easy chairs, davenports, double-beds, bedroom sets, divans, closets, furniture for living rooms, dining rooms and, in particular, kitchen units. One advantage is the option for complex solutions for the entire flat from a single material source and in the same style. It is also possible to produce atypical components or special custom-made furniture and accessories.

NADOP place great emphasis on precision material processing, quality surface treatment, top-level metal work, and professional installation. Top NC machinery, an efficient computer network linking all operations, modern production technique and a team of experienced employees are the main assets of the company.

Centre for research, innovation and regional development Report of the Hubs Actors – Czech Republic

References

- http://www.czso.cz - http://nca.cz - http://www.czechinvest.org - http://www.mpo.cz - http://www.nadop.eu - http://www.hon.cz - http://www.drevojas.cz - http://www.nsmcluster.com/ - http://www.advaict.com - http://www.invea.cz/ - http://www.uniscomp.cz/ - http://www.furniturecluster.cz/

Centre for research, innovation and regional development International Report of the Hubs Actors and List of Actors operating in the Cluster Hub

Germany

Report of the Hubs Actors

Report of the Hubs Actors – Germany, Brandenburg

Innovation in the Brandenburg Region During the recent years a number of cluster initiatives and network activities emerged in Brandenburg. As wide as the thematic range of the clusters are their respective backgrounds. While most of the clusters were initiated and / or financed by policy actors on a regional or local level, some of the clusters were founded out of companies’ initiatives and other groups of actors just equipped themselves with the term “cluster”.

The concept of clusters (the term network is used almost synonymously) as tools to enhance cooperation, create innovation and improve competitiveness is a device of Brandenburg’s economic policy for many years. In 2007 sector related competence fields (Branchenkompetenzfelder) were established on which economic development policy should primary focus on. As a part of that strategy cluster initiatives / networks in the respective competence fields were formed, supported and subsidized (cf. Ministerium für Wirtschaft des Landes Brandenburg 2007). Another supporting actor for the networks and cluster initiatives especially in administrative issues is the region’s publically funded one-stop agency authority for business development “Brandenburg Economic Development Board – ZAB”.

These sector related clusters and networks are coordinated by an institution (private or public) who act as carriers for the respective cluster and provide the cluster manager. The carriers in most cases act on behalf of the “Brandenburg Ministry of Economics and European Affairs”. In order to receive public subsidies (normally co-financing by regional and national funds) the clusters are obliged to contribute a certain share of own financial resources, which is usually covered by membership fees. By the beginning of 2011 15 of those sector related clusters exist in the capital region.

The number of more or less organized cooperative structures being labeled or labeling themselves as “networks” or “clusters” has increased rapidly during the recent years. In May 2011 more than 80 different cluster initiatives could be identified throughout Berlin-Brandenburg. These clusters could be located in almost all businesses, all sizes (from 4 to more than 290 members), following very different approaches and goals. The funding sources raised by the clusters vary from EFRD and ESF funds to national, regional and local public funding and mixed financing. Only very small number of the clusters sustained themselves by own financial resources e.g. membership fees only.

In order to enhance cooperation between economy, especially SMEs, and science the cluster concept is a vital part of the recent Berlin Brandenburg Innovation Strategy (InnoBB). InnoBB involves the development of strong innovative clusters of companies and R&D institutions in sectors with high future growth potential such as “Healthcare”, “Energy”, “Mobility / Logistics”, “IT / Media”. Moreover some cross-sector technologies with a high importance for innovation and competitiveness (e.g. “Materials”, “Clean Technologies” and “Automation / Production Technology”) have been identified. It is the aim of Berlin’s and Brandenburg’s common economic innovation policy to develop reliable structures of innovation and cooperation in these sectors to ensure sustainable growth and support the existing strengths.

The state of Brandenburg provides a very diverse and qualified research and development landscape and infrastructure. With regard to the whole area, including the German capital Berlin which is surrounded by Brandenburg and home to many world class universities and research institutions, the region shows Germany’s highest research density. More than 16 scientific establishments per 1

IMU-Institut Berlin GmbH Report of the Hubs Actors – Germany, Brandenburg million inhabitants can be found in Berlin-Brandenburg (Source: Federal Ministry of Education and Research, 2004).

% of R&D % of R&D spending patents per 100.000 employees (2007) (2007) inhabitants (2010) Brandenburg 0,8 1,2 12 East-Germany Average 1,6 2,1 Germany: 58 West-Germany Average 1,9 2,6 Source R&D: Decision Institute and ifo Institut Dresden. 2010. Source Patents: Deutsches Patent und Markenamt. 2011

Table 1: Innovation activities by indicators

Nevertheless innovation activity of Brandenburg’s companies can be described as rather low compared to national standard. Measured in R&D employees (0.8% share of all employees) or R&D spending (1,2% share of GPD) and patents Brandenburg is behind the average of all states.

There are mutiple reasons for the rather low figures in Brandenburg. Foremost the comparably small average company size needs to be taken into account. Whereas in 2009 61% of all employees in Brandenburg’s industry worked in companies with less 250 employees, the German average was 44%. Throughout the industry 95% of the companies in Brandenburg qualify as SME (following EU definition), 62% have less than 50 employees (Source: Statistisches Bundesamt 2011). This small- scale structure implies a lot of challenges the companies have to deal with when it comes to R%D activities. E.g. the likelihood that a company has its own R&D department is very much related to the company’s size. Moreover a significant obstacle in way to more R&D activities of many Brandenburg’s companies is the availability of equity capital, debt capital and venture capital (cf. Decision Institute and ifo Institut Dresden. 2010). Additionally a significant number of the producing companies in Brandenburg do not have their headquarters within the region; they are other-directed and often fulfill rather the function of production than research and development sites.

Cluster Governance profil.metall – Steel and Metalworking Network in Brandenburg and Berlin profil.metall is coordinated by Dr. Gerhard Richter (IMU-Institut) on behalf of the Brandenburg Ministry of Economics and European Affairs. The ZAB (Economic Development Board Brandenburg) holds responsible for the administrative network-management.

Cooperation amongst the profil.metall cluster actors takes place in more than one dimension. Many of the member companies are interconnected by strong supplier-manufacturer-customer ties. Partly these ties have grown for decades and are characterized by a high level of common knowledge, trust and reliability. Some of them root in the days before the GDR state Combines were privatized and broken up into more specialized companies, still excellently connected with each other. As the activity fields of the member companies span over the whole metal working value chain, a there is a

IMU-Institut Berlin GmbH Report of the Hubs Actors – Germany, Brandenburg high potential for (local) cooperation and many supplier-customer-relations can be found within the network.

A lot of cooperation within profil.metall also runs on a project based level. One or more companies work together with R&D institutions on the development of a new or improved product, process or technology. Following the concept that innovation potential is especially high in cross-sector cooperation the cluster management focuses on the interaction with other clusters and overlapping technology fields with related sectors like automotive, aviation, logistics, machinery or energy. Thus joint projects between the networked companies and other non-metal companies respectively R&D institutions for example in the areas of textured steel sheeting, maintenance, repair and overhaul, plant and container construction, luggage logistics or solar technology are initiated and supported.

oabb – optic alliance brandenburg berlin The oabb is organized as registered association whose board together with the network manager is responsible for the cluster management, the Economic Development Board of Brandenburg (ZAB GmbH) holds responsible for administration. The three members of the association’s board each represent a company from the sector. The external cluster manager is confirmed by the cluster members. Cooperation within the oabb cluster takes place at a very high intensity in the fields of production and distribution. Companies work together in order to develop new products and develop new distribution channels.

Objectives and Activities of the Brandenburg Metal Cluster The purpose of profil.metall is to achieve greater prominence and to unlock innovation potential for the metals sector through increased cross-regional cooperation between existing and active regional networks. Basically the cluster is aiming at the systematic build-up of the steel - construction value creation chain, focusing on the use of new materials and processing technologies.

To accomplish the overall cluster strategy (increased cross-regional cooperation) profil.metall aims with its activities at specific targets to strengthen capabilities of its members. These activities can be grouped as follows:

Lobbying for the sector with presentations at trade shows, conferences and events based on a marketing concept. Development of new products and processes in cross-regional cooperation. Joint projects between the networked companies and profil.metall are initiated and supported. Market development through targeted contact with other sectors and regional representations, to unlock cooperation potential the so called “strategic alliance” with other clusters in Berlin-Brandenburg has been forged.

IMU-Institut Berlin GmbH Report of the Hubs Actors – Germany, Brandenburg

Cooperation with universities and systematic technology transfer of companies with professors and students. Initiatives to secure skilled labour and specialists for the metals sector. Innovation by participation - including regional players and existing workers’ council networks.

Objectives and Activities of the Brandenburg Ophthalmic Optics Cluster The objectives of oabb are to enhance innovation in products and processes, to develop new markets and to promote the sector. Another crucial and successfully achieved aim is internationalization, exploring relationships especially with Eastern Europe suppliers and customers.

The overall strategy of oabb network can be broken down into into four major categories, each of them backed by a systematic activities performed in the respective field.

Innovation and competence development: b for details see chapter “Innovation Activities of the Brandenburg Ophthalmic Optics Cluster”. Internationalization and market exploration: ongoing internationalization process and development of important central European markets; establishing of own foreign representation offices; increase quality of trade fair appearances. Education and qualification: oabb arranges a education-, qualification- and information campaign; develops and utilizes extended platforms for knowledge transfer; supports universities to secure skilled labor. Location and sector profiling: intensification of sector marketing, refinement of domestic sales & distribution and improvement of regional information exchange as well as enhanced public relations and lobbying activities.

Cluster Innovation Activities

Innovation Activities of the Brandenburg Metal Cluster In order to increase the innovation level of the cluster members profil.metall has strong ties with regional universities / universities of applied science and other R&D institutions. The network includes the Cottbus Technical University of Brandenburg with its Panta Rhei Research Centre for lightweight construction materials, the Technical University of Berlin with its Fraunhofer IPK for Production Systems and Design Technology, the Wildau Technical University of Applied Science, the Lausitz University of Applied Science, the Eberswalde University of Applied Science, the FH Brandenburg University of Applied Science and other teaching universities for applied sciences.

Another innovation oriented cooperation partners of the cluster is for instance the “Casa Eisenhüttenstadt” - a regional branch of the Panta Rhei Research Centre - specifically serves to encourage young talent and ensure provision of sufficient specialists. The systematic cooperation of companies with professors and students to support R&D activities and innovation is the main goal of

IMU-Institut Berlin GmbH Report of the Hubs Actors – Germany, Brandenburg the Branchentransferstelle Stahl Metall Elektro (technology and knowledge transfer association) which is a closely collaborates with the profil.metall cluster.

Innovation Activities of the Brandenburg Ophthalmic Optics Cluster Oabb cooperates intensily with two major research and development institutes, the Fraunhofer Institut für Biomedizinische Technik IBMT and the Leibniz Ferdinand Braun Institut. Moreover the cluster is connected with five regional universities (University of Applied Sciences Brandenburg; Technical University of Applied Sciences Wildau; Technical University Berlin; Beuth University of Applied Sciences Berlin; University of Applied Sciences Potsdam) and three national universities (University of Tübingen with the European Ophthalmic Association; Technical College for Ophthalmics and Ophthalmic Medicine Jena; University of Erlangen). oabb management has developed a so called “Roadmap” plotting out the overall innovation strategy of the cluster. As a part of that roadmap an outlook on the future prospectives of products and services offered by the cluster members has been developed. This strategic concept provides a useful guideline for the cluster members to plan development in new products, helps in the determination of market objectives and can be used a basis for the company’s personnel policy.

In order to enhance innovation and improve the cluster’s competences the cluster management continuously develops the “Roadmap” and explores cooperation and innovation via the technology transfer centre for the optic industry (Branchentransferstelle Optik).

Innovation inside the Metal Cluster Brandenburg Specialized competences of profil.metall lay in the fields of lightweight construction, surface technologies, new materials, efficiency technologies, processing technologies and automation. Some of the innovative projects of the cluster and its members are:

System 4+ In 2010 the joint research and development project “System 4+” was launched. Aim of the project is the development and combination new high performance thermal cutting and joining technologies. The innovative technologies developed in cooperation of the project partners will be applied in the fabrication of welded products made from thick steel sheets. Project partners are the companies Kjellberg Finsterwalde, SIAG, GP innovation and the universities BTU Cottbus, TU Dresden, Leibniz University Hannover, University of Applied Science Lausitz and the profil.metall network. InnoStructure InnoStructure is a highly innovative R&D project in field of material efficiency. A research group at the Brandenburg Technical University Cottbus develops together with companies and the profil.metall cluster new application fields for lightweight construction. They focus on processing (cutting, bonding and forming) of structured metal sheets which show superior properties towards regular metal sheets considering stability, stiffness, acoustic behaviour, absorption of crash energy and improved heat exchange.

IMU-Institut Berlin GmbH Report of the Hubs Actors – Germany, Brandenburg

Unipack The Unitechnik Automatisierungs GmbH together with Projektlogistik Wildau GmbH and Richtsteig Anlagentechnik GmbH has developed the automated baggage handling system “Unipack” for airport logistics. The patented baggage handling system improves safety, efficiency and ergonomics of airport logistics significantly and has won the “Innovationspreis Berlin-Brandenburg 2010” and the “Zukunftspreis Brandenburg 2010”. Top Gas Recycling At the ArcelorMittal Eisenhüttenstadt GmbH, a steel mill production site of the world’s

biggest steel group, they currently prepare a pilot project to reduce the CO2-emissions in crude iron production. The Top Gas Recycling technology leads to a massive reduction of

energy demand at the blast furnace and can save up to 25% of the CO2-emissions. Infrastructure for Hydrogen Mobility The companies TOTAL Deutschland GmbH and Enertrag AG develop infrastructure systems for hydrogen mobility. Using hydrogen as a modern and emission-free fuel is a mobility concept with high future potential. Together the companies have set up a first fuel station that distributes hydrogen which has been generated with renewable wind energy only. The project involves many links and starting points for innovative companies from the metal sector, e.g. in the fields of fittings, pipelines, tubes, tank construction and steel construction.

Innovation inside the Brandenburg Ophthalmic Optics Cluster The oabb cluster can be considered a highly innovative cluster. In the year 2010 the oabb cluster members could present 3 world premiers in the fields of lenses and glasses technologies. Depending on the company up to 25% of the staff works in R&D.

Whereas the innovation potential of the oabb cluster is high some challenges have to be tackled in the near future. The construction of frames needs to be kept in region, a field in which competition with East-Asian producers is very particularly fierce. Aiming at further market exploration and internationalization on a more general level cooperation abilities have to be stabilized and the financial capacity to act can be improved.

Role of Stakeholders

Stakeholders of the Brandenburg Ophthalmic Optics Cluster The oabb cluster in its achievement to improve to world class draws significant benefit from the active involvement of many different actors. At first the innovation leaders, Acri.Tec and Optotec, both highly innovative companies and world market leaders in their fields, transport a lot of innovation potential into the cluster and its members. In cooperation with other stakeholders new products, services and technologies are developed for mutual benefit. Another stakeholder side of high influence on the cluster is the TechnoTrade Import-Export GmbH. The Wildau based company shows extraordinary good connections and cooperative structures with the emerging Asian markets.

IMU-Institut Berlin GmbH Report of the Hubs Actors – Germany, Brandenburg

Considering education and qualification, a factor of huge impact on future cluster development, the Ophthalmic Guild Brandenburg is another important stakeholder of the oabb cluster. Not only provides the guild extensive know-how on these subjects and runs qualification institutions itself, via the network of guilds it also taps national and international projects and knowledge on education and qualification issues for the cluster. As most of the opticians are organized in the guild the oabb cluster gains from the guild’s inclusion also direct contact and feedback from its main customers – the users of ophthalmic products. Additionally the cluster management itself with its elaborate market and innovation strategy for the cluster association plays an important role for oabb’s future development.

References Arbeitsgruppe Gemeinsame Innovationsstrategie der Länder Berlin und Brandenburg (2010): Gemeinsame Innovationsstrategie der Länder Berlin und Brandenburg (innoBB)

Decision Institute and ifo Institut Dresden (2010): Stärken stärken – Wachstum fördern. Evaluierung der Wirtschaftsförderung des Landes Brandenburg.

Deutsches Patent und Markenamt (2011): Patentanmeldungen nach Bundesländern. http://presse.dpma.de/presseservice/datenzahlenfakten/statistiken/patente/index.html ifo Institut Dresden. 2010

Ministerium für Wirtschaft des Landes Brandenburg (2007): Neuausrichtung der Wirtschaftsförderung im Land Brandenburg.

Statistisches Bundesamt 2011

IMU-Institut Berlin GmbH International Report of the Hubs Actors and List of Actors operating in the Cluster Hub

Hungary

Report of the Hubs Actors

Report of the Hubs Actors – HUNGARY

Innovation in the Region

In Hungary were several national programs started from 2001 which aimed to enhance the innovation potential of the local actors, to increase the competitiveness of the SMEs and to develop the infrastructural facility of the research institutes. The numerous programs focused on special fields of innovation and supported mainly the micro- small, and medium sized enterprises and R&D institutes. Most of these programs were also available for the actors in the West-Transdanubian Region.

The so called INNOCSEKK (started in 2005) and INNOCSEKK PLUSZ (started in 2008) program (national innovation voucher system) supported the SMEs in the following activities:

- R&D services from R&D providers - incubation services for START Ups - back up services for the development and the introducing of a new product and service - innovation marketing assistance - assistance in the preparation of feasibility studies - technological consultancy - business management consultancy and consultancy regarding the productivity - support of patterns - knowledge transfer between the SMEs and the research centers - networking of the innovation actors - protection of the intellectual rights - etc.

Numerous innovation projects could be realized in the region, but due to the economic crisis in the last years some of the projects which started in the INNOCSEKK PLUSZ program could not be finished because the program had to be stopped for an uncertain period of time.

This affected the motivation of actors working on new innovation developments negative. The unfavorable economic situation lead to the breakdown of several SMEs and lead to the fact that the SMEs don’t have enough financial capacity for working on innovative ideas but to find the financial resources to survive.

Despite these negative factors there are several SMEs and R&D institutions in the West- Transdanubian region which could make a restructuring in their activity and by defining new purposes and new directions could achieve a positive approach on the market.

In Hungary a two-level cluster supporting system exists: Supporting clusters on regional level Supporting clusters on national level.

The regional supporting system aims to subsidize the development of horizontal services for the clusters as following: support of cooperation expansion of the own market training and education

Pannon Business Network Report of the Hubs Actors – HUNGARY

The level of the support of the management inside the cluster is high. The number of supported projects is limited; one cluster can apply for one project only which has the average size of 100.000 EUR. In the cluster policy we can distinguish between advanced (developing) clusters and staring clusters. In the regional funding scheme the supporting of the starting clusters are more typical. The supporting authority of the regional-level subsidies is the Regional Development Agency.

The national supporting system focuses rather on cluster projects with a national importance. The support is connected to the R&D sales results and export sales results. The supporting authority of the national-level subsidies is the National Development Ministry.

There were several national funding programs in the past which enabled the foundation and the operation of clusters in the region. Nowadays due to these fundings there are over 25 clusters operating in the West-Transdanubian region.

Actually a new type of funding has been introduced in Hungary which has the topic: ‘Winning the Title ‘Accredited Innovation Cluster’. The cluster management can apply for this kind of funding until January 2013. The above mentioned new funding is not a financial support but a ‘title’ through which the winner applicants can apply for financial resources in the so called ‘New Széchenyi Plan Program’ which is a national funding scheme. The fields of this support can be:

- Complex technological innovation support for the actors operating in the rural, technical, medical and scientific fields. - Joint technological support of the innovation of clusters: the cluster members can cooperate to receive support for the development of existing products and services, for the introduction of these products on the market.

Most of the clusters were established in the region by receiving national and regional fundings. In case of the West-Transdanubian region we cannot talk about traditional clusters with a long history, like in Italy. The clusters are new comers or are on a developing stage.

The R&D environment in the West-Transdanubian region is in a ‘developing’ phase. There are R&D institutions which are unique in the region and use all opportunities to take part in developments, are open for participating foreign networks and markets. The universities in the region have to deal with restricted financial and human resources for research activities. The brain drain of the young talented researchers results a low research activity. At the same time in the largest universities of Hungary the researcher culture has deeper traditions. In the region there are no R&D institutions dealing with clusters.

The innovation level of the West-Transdanubian region is higher than in the Eastern part of Hungary but lower than the innovation level of Budapest. Due to the centralized role of Budapest (capital city) and due to the large number of excellent universities and research centers, industrial zones there the level of innovation in the surrounding of the capital city is higher than in the further regions. In the West-Transdanubian region there are also higher developed and underdeveloped parts of the region due to the unequal presence of the leading industrial sectors. However in each part of the region there are some actors - hidden champions - which show intensive activity in innovation processes and are in active cooperation with foreign partners.

Pannon Business Network Report of the Hubs Actors – HUNGARY

Cluster Governance PANNON TEXTILE CLUSTER The cluster coordination is made by the Pannon Textile Cluster Non-profit Ltd. who manages the cluster. The manager of the cluster is Mr. Ferenc Schwiegelhofer, elected by the cluster. The organized decision making authority inside the cluster is the Cluster advisory council.

Inside the cluster the smaller members provide assembly work for the larger ones; they produce the products on base of the received plans for the main customer.

Main objectives of the cluster are: - Cooperation with high schools to contribute to the qualification of the future employees of the members; - through the cooperation high value added products and services development - share of the capacity by the networking between cluster and externals

The cluster management aims to support the members by the regional and international networking, aims to support the infrastructural and human background of the members.

PANNON THERMAL CLUSTER The cluster coordination is made by the Pannon Thermal Cluster Association, Dr. István Németh is the managing director. The manager of the Pannon Thermal Cluster is Mr. Ferenc Haller who fulfills all coordination work inside the cluster and is in continuous contact with the cluster members.

The cooperation inside the Thermal cluster is special, the thermal bathes appear towards each other as competitors, the cooperation needs to be strengthened. The cluster management cooperates with the members by providing services described in the next column.

Main objectives and services of the cluster are: elaboration and serving of Cluster services; efficient mediation of the demands and abilities within the Cluster towards the co-operation net; elaboration of projects serving the Cluster-aims; organization of aid money; fluent information service for Cluster-members about the plans and activities of the members; measuring the Cluster-members’ educational demands concerning their abilities and development, the co-ordination of aimed trainings satisfying these needs mentioned above; PR- and marketing activity; promotion of international appearances.

In the strategy the cluster aims to establish a stronger cooperation between the member SMEs and organizations and act as a serving network towards the members. The cluster aims to create a relationship between the members in which the members don’t appear as competitors to each other but can complete each other’s services. The cluster strives for forming connections with European regional company centers.

Pannon Business Network Report of the Hubs Actors – HUNGARY

Cluster Innovation Activities PANNON TEXTILE CLUSTER Innovation is in a low presence in the textile sector of the West-Transdanubian region.

The cluster management of the textile cluster is participating in international EU funded projects in order to get information about international trends and processes. This is a first step to support the cluster hub actors in the way of restructuring their activities and to concentrate on innovative developments.

The members of the cluster are on a different state of development, in total the innovation level is very low. Several SMEs are on a higher development level due to have the possibility to work on own design and own products. It is hard to detect the innovation in its real sense.

The actors of the local textile industry make assembly for companies; this activity doesn’t leave enough space for starting real innovation inside the SME.

No remarkable innovation potential detected during the benchmarking survey inside the cluster.

The cluster hub actors have to start a restructuring of their strategy, they have to identify the emerging needs of the market players and turn in the direction of specialization.

PANNON THERMAL CLUSTER The cluster management itself doesn’t realize innovative activities; the members carry out new developments with help of national and regional funding by applying the newest technologies.

The cluster organization with the involvement of external consultation helps the members to apply for new funding related technical and functional development. These developments are planned according to the newest technologies and show innovative approach.

A certain part of the members started in the last years large developments by using national funding. These members aimed to increase their attractiveness by launching new services, using new processes in the services.

The cluster members are mainly medical and thermal bathes and hotels. Due to national funding possibilities the thermal bathes realized large developments in the last years; some members are at the moment in the realization process. Examples for innovative developments: - Sárvár Thermal Bath: Enlarged (nearly double) the capacity of the thermal bath by constructing new swimming pools with the newest water supply technology and by using renewable energy resources in the heating of water and ambient. The new technologies ensure the energy saving operation. - Bük Thermal Bath: air technology reconstruction inside the bath by using energy saving equipments to improve the indoor air condition, the development of a new sauna world, the building of a new restaurant and a new ‘kids’ world’. - Lenti Thermal Bath: Extension of the function of the thermal bath by the development of a new sauna world and the reconstruction of the indoor swimming pools. - Gránit Thermal Bath in Zalakaros: the thermal bath developed new and unique services not usual on the Hungarian market. The bath realized internal reconstruction works.

Pannon Business Network Report of the Hubs Actors – HUNGARY

The cluster acts as an intermediary organization. At the moment the cluster management is starting a restructuring of its services and the re-thinking of its relation towards the members. At the moment the innovation potential of the cluster is low.

The actors of the thermal sector react very sensitive on the competition in the own market. According to the results of the benchmarking survey most of the members are mistrustful towards the competitors. The main obstacle is to change the point of view of these actors to open towards each other and to start a deeper cooperation.

Role of Stakeholders PANNON TEXTILE CLUSTER The larger members of the cluster determine the cluster performance inside the region, they act as main customers for the smaller one. The know-how transfer is restricted and is limited to the exchange of basic information regarding the actual work. The larger companies rarely share new and innovative concepts, the smaller actors don’t have the capacity to start notable developments.

The largest companies act as the most influential actors.

Actually the development of the whole cluster hub is in a stagnant state.

PANNON THERMAL CLUSTER The largest thermal bathes start new developments and the smaller players in the sector follow the strategy of the largest one with the aim to reach the same results.

The most influential cluster actors are the most successful regional thermal bathes.

The largest thermal bathes follow continuous the international trends to increase the own competitiveness. The smaller players in the market ‘copy’ the attitude of the large thermal bathes.

Pannon Business Network International Report of the Hubs Actors and List of Actors operating in the Cluster Hub

Italy

Report of the Hubs Actors

Report of the Hubs Actors – Italy

Innovation in the Region Emilia Romagna

The activity of the Emilia-Romagna is focused in supporting the collaborative industrial research and in developing research centres and networks in the context of supply chains and regional productive specializations, favouring the development of dynamic firms in R&D and in innovation through the collaboration among companies and research centres. Moreover it has been favoured the start up of new high technological enterprises in order to make the regional system highly dynamic in terms of innovation and creativity.

In Emilia-Romagna there is a regional strategy for the industrial research and technological innovation. In 2002 a law was approved supporting R&D of enterprises and regional structures, even if it was in a national context of R&D very weak and with objectives not always clear.

We tried to set up a regional system of knowledge and innovation with the development of a "High Technology Network" by crossing the productive specializations with specific R&D platforms.

The productive structure of Emilia-Romagna has a long and established tradition with several medium-sized companies, world leaders in their market niches, and many smaller companies able to reach high levels of technical specialization and market knowledge. The competitiveness of Emilia-Romagna is largely based on the spontaneous phenomenon of productive clusters, that is on the development of some key sectors, often locally concentrated in industrial districts, and on industrial and service sectors increasingly linked in a vertical way along the manufacturing and technological supply chain. From here it derives the imprint related to specialization and production chains which has characterized the policy of industrial promotion made by the region. Latest means used for this purpose have been reflected in the creation of Technopoles, real physical places of R&D, in the region according to different productive characteristics of territories. Innovative schemes have been set up for the collaborative research among companies and research centres and moreover it was supported the star up of high-tech companies looking for the integration of technological knowledge with the strategic design and creativity.

CNA Emilia Romagna – Emilia Romagna Region Report of the Hubs Actors – Italy

Firms or research centres generally receive public funding/support on the base of different productive specializations. Clusters don’t receive directly public funding because there is not a regulatory and legal recognition of clusters as institutions.

Clusters are not recognised at institutional level. Other Italian regions have legally recognised some productive districts, but the Emilia-Romagna Region has not followed this strategy because of some specificities in its productive context. Clusters within the Region have strong links with the regional productive context and they occurred as spontaneous aggregation phenomena between firms and institutions linked to different productive characteristics of the various territories within the region.

The Emilia-Romagna Region is characterized by several research centres. Up to some years ago, they were concentrated above all in the 7 Universities of the Region. Recently, thanks to new policies, research structures have been placed within SMEs with young S&T graduates and a regional network of industrial research and technology transfer laboratories, accredited by the Region, has been developed.

Indicator Emilia-Romagna Region ITALY

R&D Spending (%GDP) 1.32 1.18

R&D Employees per 1000 inhabitants 5.36 3.99

Number of patents registered at the 117.89 55.83 European Patent Office (EPO) per million of inhabitants % of firms introducing product and/or 35.50 30.68 process innovations of total firms % S&T graduates in age 20-29 years 18.33 12.07

CNA Emilia Romagna – Emilia Romagna Region Report of the Hubs Actors – Italy

Cluster Governance a) Footwear Cluster

The footwear-cluster was described by the stakeholders as an important value for the territory (employment) even if it is a "not so structured" cluster and there isn’t the cluster management. Besides companies don’t pay anything to belong to the cluster. The general management is based on the system of the institutions (Region, Province, Municipalities, Associations ...) that define policies and strategies for the cluster. Companies don’t pay anything to belong to the cluster. An important "training-role" is played by the Service Centre (CERCAL) but it was displayed by participants the necessity of "a change of role" of the Cercal in the sense of monitoring, coordination and animation of the territory. In fact is needed a more complete role able to deal with needs end possible solutions (not only related to training needs). CERCAL is a Service Centre. It is composed by Smes and it works as a school of training. Cercal guarantees real contacts with Companies in the Footwear Fashion Design field and in the leather field, not only for organizing guided tours and internships, which are testimonials of fashion designer activities and new ideas, but also helping young people in finding their first job in this area. There is a strong synergy between CERCAL and over 80 companies, among which the most important points of reference of footwear made in Italy: Baldinini, Bruno Magli, Casadei, Pollini, Sergio Rossi, Vicini.

General downsizing of the LPS in terms of number of companies and typologies of relationships; the main role of a few large footwear factories (each of them at the centre of targeted networks of subcontractors); the advent of multinational companies (threatening the informal structure of the district relationships through the redesigning of intra-firm and inter-firm relationships, based on standardization); the transfer of decision-making centres concerning production and marketing outside the district context, following the acquisition processes by the large brands; tendency to search for the most competitive suppliers and new purchasers, outside the district context.

A district organization increasingly focused on a typology of social network, characterized by informality and continuous information exchange, joint development of the product with the suppliers to ensure quality, production flexibility and realization speed, tries to meet these competitive requirements. There is a middle level of cooperation between companies and high level between companies and CERCAL. But it is evident the lack of coordination of the management actions among various institutions (Municipalities, Province, Region).

CNA Emilia Romagna – Emilia Romagna Region Report of the Hubs Actors – Italy

Ultimately, the competitive challenges that the production system must face reflect the challenges of the fashion system, characterized by the rapid renewal cycle of products: the pace of creation and development of design, together with the capability to differentiate the product to meet a highly different demand, are the main skills to stay competitive in a complex market. The recession and the continuous decrease in the demand of high quality shoes imply that flexibility is linked to the cost- containment (in particular, the labour cost, because of the fierce international competition) and the improvement of the processes. The strategies that are following the companies are going in this direction. The institutions follow a strategy to: stimulate a closer cooperation between companies and public administrations, in order to identify the most suitable strategies to the development of the cluster to promote the territorial marketing to promote the branding to support actions to the excellence of the area in order that a high quality product has a high quality territorial equivalent to adequate use of the town-planning incentive to invest in economic incentives for the development of training and growth of employment to organize negotiation tables between associations and businesses in order to favour the development of the territory

Cluster Innovation Activities Production in the cluster focuses on the manufacturing of shoes in the medium-high and top-class range: there are products characterized by the use of quality raw materials, enhanced by customized and handmade craftworks. These features explain why the production focus is on women’s shoes, which feature high fashion content. Innovation is based on design and variety of model; while R&D, at the moment, is based on research of lightweight materials because shoes has to be as light as possible. In any case, the % of R&D staff from total staff is less that 1%. There is no formal investments in R&D and you do not find any voice in the corporate balance sheets, but companies realize continuous incremental innovation.

The main obstacles can be summarized in the following matrixes indicating the strengths, weaknesses, opportunities and threats perceived by the involved local stakeholders; in particular, a matrix for each reality characterizing the local system has been created. In general, it can be inferred a fundamental homogeneousness of the territorial stakeholders of the local system who indicated a strategic function and shared appreciation of CERCAL, as well as the strong resolve to cooperate, in order to maintain tradition and support innovation.

Weakness and threats can be seen as obstacles.

CNA Emilia Romagna – Emilia Romagna Region Report of the Hubs Actors – Italy

The Local Production System (LPS): strengths, weaknesses, opportunities and threats

STRENGTHS WEAKNESSES

tradition difficulty of SMEs in facing the markets of the global economy strong territorial rootedness low possibility of growth in the European market for strong distinctive skills (design and manufacturing companies capability) inadequate comeback for great industrial brands that high quality of the product invested in LPS presence of expert entrepreneurs and skilled lack of preparation of the new entrepreneurs of the workforce large fashion groups, in the specificity of the capability to work in niche segments by providing production of high quality shoes high quality products increase of subcontracting and loss of autonomous commitment in research and development activity market for SMEs capability to manage knowledge and skills exclusiveness of companies’ relationships with a few final customers perception of the high degree of professionalism characterizing the LPS as a strong value added rise in costs difficulties in capitalization for SMEs inadequate capability of public communication to promote the whole LPS lack of interest in craft work by young people lack of generation turnover difficulty in replacing skills long learning times of craft techniques difficulties in finding human resources

OPPORTUNITIES THREATS

acquisitions by large industrial groups stagnation that could lead to real recession in the long run cooperation among new big owners and old craft owners, in order to keep up quality and avoid loss of knowledge and skills that are exclusive to the wasting skills craft tradition of LPS increase in export towards American and Asian standardization of products and loss of distinctive markets features flow of the LPS value into the global market through loss of craft tradition and culture the strengthening of its image outsourcing of production in Eastern European combination of ancient cultural and craft traditions countries of the LPS with the new global industrial characters loss of interest in the craftsman figure by young enhancement of the Made in Italy with respect not people only to the finished product but also to the components and semi-finished products lack of generation turnover development of environmental-friendly products creation of new trade lines exploiting the strong know-how and the skills in the territory increase in the job quality in order to attract young people supporting of the generation turnover of entrepreneurs and skills creating companies with the employees

CNA Emilia Romagna – Emilia Romagna Region Report of the Hubs Actors – Italy

The service centre: strengths, weaknesses, opportunities, threats

STRENGTHS WEAKNESSES

capability to play a strategic role in order to keep up difficulty in promoting the brand excellence and innovation of the territory and to promote research and training inadequacy in helping to exploit at best the strong know how and the skills in the territory capability to strengthen cooperation with institutions, associations and companies, in order to incomplete correspondence between training and favour the development of the territory needs interest and willingness to suggest services to businesses

OPPORTUNITIES THREATS

activation of negotiation tables as a meeting point limiting oneself to technical training among local administrators, associations and companies in order to favour cooperation among the local key stakeholders promotion of initiatives to safeguard the craft high quality of the companies of the LPS through the tracking of the product and the safeguard of the Made in Italy

The institution: strengths, weaknesses, opportunities, threats

STRENGTHS WEAKNESSES

capability to make communication and cultural shortage of services to favour a better conjugation innovation of staff’s life and work needs capability to play a strategic role in order to keep lack of economic incentives up excellence and innovation of the territory and to promote research and training loss of apprenticeship contracts interest in increase in cooperation with institutions, associations and companies in order to favour the development of the territory

OPPORTUNITIES THREATS

closer cooperation between companies and public lack of coordination of the management actions administrations, in order to identify the most among various institutions (Municipalities, Province, suitable strategies to the development of the LPS Region) promotion of the territorial marketing promotion of the branding supporting actions to the excellence of the area in order that a high quality product has a high quality territorial equivalent economic incentives for the development of training and growth of employment organization of negotiation tables between associations and businesses in order to favour the development of the territory

CNA Emilia Romagna – Emilia Romagna Region Report of the Hubs Actors – Italy

Cluster Governance b) Packaging Cluster

The packaging cluster of the territory is described by the stakeholders as a "well structured" cluster with a presence of an organism that have the role of Service Centre (Centro Servizi Val D'Enza) operating functions of monitoring, coordination and animation of the territory. This centre is a sort of permanent consultation table and acts as a coordination centre among various local stakeholders, in order to promote both cooperation between institutions and companies and among universities, school and businesses. It is composed by institutions, High School, Smes and it works as “animator” of these three actors. The principal activity is to monitor the economical development. It is operating as an Economic Observatory useful even for defining the training needs. Companies don’t pay anything to belong to the cluster

The analysis of the strategic components of the cluster highlights precise strengths such as: the high degree of production flexibility, thanks to an efficient integrated system of experts and of efficient networks of specialized subcontracting; the considerable attention paid to customers: because of the network organization, firms can provide turnkey systems, according to the customers’ requirements; the high competitive degree due to the optimal coexistence in the same territory of large integrated groups and of specialized small and medium-sized companies; the existence of widespread and continuously developing skills in fine mechanics, thanks to a strong tradition and policies supporting specialist and specific training programs. In this sense, it is fundamentally important to share and develop knowledge in a horizontal direction, represented by relationships among all the sectors concerned by the automation processes, and in a vertical direction including the relationships with customers and specific sector suppliers; the great attention paid to research and development, a strategic key to stay competitive in a market that is rapidly growing and requiring complete and high-tech lines.

For the Packaging cluster the cooperation is characterized by informality and continuous information exchange. While there is a middle level of cooperation among companies that try to support each others in all the different aspects of the business, persists a low level of cooperation between companies and Institutions (predominantly the universities) even if the “permanent table” composed by different actors tries to promote cooperation between institutions and companies and among universities, school and business. During the local mapping meetings and the visits in the SMES during the benchmarking activity, different point of views between local administrators and entrepreneurs come up: the former aim at road network, and plans of area and development of the territory, while companies focus on technological innovation, customer services and retention of human resources. According to the entrepreneurs, the company life is based on innovation and on the product quality and is more important the support provided to innovation than to the organization.

CNA Emilia Romagna – Emilia Romagna Region Report of the Hubs Actors – Italy

Among the main ongoing tendencies we can mention: the transition from a policy dedicated to export to delocalization processes through joint- ventures or the opening of production plants abroad, in particular to exploit the favourable competitive local conditions or the attractiveness of the emergent markets (such as China); the strategic development of all the activities linked to marketing and to the business tasks, especially by connecting the Made in Italy to: customized production on customer’s request; continuous technological innovation linked to investments in R&D processes and to the introduction of new packaging materials; development of after-sales services; the propensity to internationalization by both large and small-sized companies, through service centres linked to local branches and agents, aided by specialized technicians, after-sales service centres and a great attention to communication.

Cluster Innovation Activities The productive system of the Val d’Enza includes the activities and services connected with: packaging; design and production of machines for the food industry; manufacturing of equipments for industrial automation. Thanks to the nature of close cross-sector integration and the high degree of openness towards the global market, we can define the analysed cluster as a meta-district, though in the typical rootedness and identification with the local territory. The firms of the Val d’Enza feature a strong propensity to export through the supply of complete services to meet the requirements concerning the inner industrial handling by producing: metal containers: cans, drums; plastic containers; glass containers: bottles, glasses, caps, vases, small jars, jugs, pallets. In particular, the handled containers can be grouped into 4 typologies: can; glass; various polymers (PET, PVC); paperboard. Innovation is based to reduce the costs and the time to market. The % of R&D staff from total staff is between 5% end 10%. There is no formal investments in R&D and you do not find any voice in the corporate balance sheets, but companies realize continuous incremental innovation.

The main obstacles can be summarized in the following matrixes indicating the strengths, weaknesses, opportunities and threats perceived by the involved local stakeholders; in particular, a matrix for each reality characterizing the local system has been created: the production system, institutions and the so-called resource centre.

Weakness and threats can be seen as obstacles.

CNA Emilia Romagna – Emilia Romagna Region Report of the Hubs Actors – Italy

The Local Production System: strengths, weaknesses, opportunities and threats

STRENGTHS WEAKNESSES

high percentage of product exported abroad difficulty in analysis, organizational great importance of technical innovation innovation and problem solving directly linked to quality difficulty in changing business organization significant computerization of the keeping pace with the ongoing changes management of production processes loss of skill linked to the outsourcing of design capability by individual businesses to difficulty in manuals and multimedia systems experiment with computer, organizational , in increase in costs due to lack of particular linked to the management of the standardization customer and to remote assistance impossibility of containing prices on quality presence of suppliers that have become also products customers with a co-leader role difficulty and onerousness of after-sales capability of successful niche productions of services after the plant installation some small and medium-sized companies concentration of know how within the capability of co-design among customers- company in a few people suppliers increase in transfer costs availability by some companies to share already tested innovations in order to favour their low cooperation with R&D Institute standardization

OPPORTUNITIES THREATS

differentiation of products and customers too rapid changes in the market internationalization as an opportunity to create delocalization of quality productions of final structures in the company and in the local customers production system having capabilities and skills to entrance into the market of companies from move all over the world countries where the labour cost is lower enhancement of know how and technical complexity of redesign of some processes product innovation through informatics (such as maintenance, difficulty of internationalization of companies remote assistance) with niche products

CNA Emilia Romagna – Emilia Romagna Region Report of the Hubs Actors – Italy

The resource centre: strengths, weaknesses, opportunities and threats

STRENGTHS WEAKNESSES

Firms and CNA organized a difficulty in forecasting in the long term the needs of permanent table which involves the the permanent table and the services to provide Province and other public difficulty in finding resources administrations

background of knowledge gained through many projects

OPPORTUNITIES THREATS

The permanent table, a light structure failed accordance among the various stakeholders with limited costs of human resources concerned and a low amount of current expenses, lack of focus on clear and shared objectives is a place of: cooperation between institutions not all the necessary resources were found and companies and promotion of local partnerships cooperation among universities and businesses (long stages, training paths, technological development, post lauream masters, etc.)

The institution: strengths, weaknesses, opportunities and threats

STRENGTHS WEAKNESSES

awareness by the municipalities in local bodies still have to devise a real culture of team the area of the necessity of giving a work collective answer to the issues of the knowledge and skills of the area are not available to sector and of the cluster (identity of the everybody territory)

presence of the Institute Silvio D’Arzo and its capability of relationships with companies planning ability of the Val d’Enza

OPPORTUNITIES THREATS

area programme for the local concentration of functions in the regional capital development competition and localism among municipalities territorial marketing little attention and failed enhancement of all the initiatives to support the growth territorial skills and functions, such as tourism dynamics and companies

cooperation among companies, institutions, school, university joint planning quality with the food authority of Parma

CNA Emilia Romagna – Emilia Romagna Region Report of the Hubs Actors – Italy

Role of Stakeholders

During the planning of interventions aimed to the development of R&D and technological innovation in the productive context of the Emilia-Romagna Region, and consequently also in the clusters in it, as well as in the drafting of objectives to be reached, the regional strategy is to evaluate the opinion and to negotiate with as many interested parties. Professional associations in the area and other local institutions with a depth knowledge of productive specializations of their territories take part in the definition of regional strategies.

Since they are not legally recognised at institutional level, clusters are usually represented by professional associations and other local institutions in the area, which know the history and daily assess the development potential. o SHOES: if we consider the cluster of shoes perhaps the principal actors are CERCAL and FIRMS. GENERAL STAKEHOLDERS (SHOES CLUSTER) 1. UNIVERSITIES; R&D INSTITUTES; TECHNICAL SCHOOLS University of Bologna; University of Rimini; Istituto di Istruzione Superiore "Marie Curie" and ISIA – Istituto Superiore per le Industrie Artistiche (High school); Technologic hub of Rimini (specialization in fashion); Technopole of Rimini (R&D Institute - materials and technologies for fashion) 2. PUBLIC STAKEHOLDERS Emilia Romagna Region, Province of Forlì-Cesena, Municipalities of San Mauro Pascoli, Savignano, Gatteo. Chamber of Commerce of Forlì-Cesena. 3. SERVICE CENTERS CERCAL is the official Service Center (see pag.4 “who manage the cluster”). CNA Innovazione is the Centre for Innovation of the High-tech Network, promoted by CNA Emilia-Romagna and aimed at promoting managerial innovation in SMEs and guide Small and Medium Enterprises towards ways of improving. Founded in 2005 after many years of research, studies, experimentation and comparison at national and European level to promote and support businesses, today CNA Innovazione is able to operate as “intermediary” and “integrator” between the research and technology on offer and the needs of the entrepreneurial system. The aim of CNA Innovazione is to put the company in a position to be able to improve its own competitiveness, by learning managerial methodologies, which when implemented within the company and properly adapted to the company context, can help it to grow. Centuria-RIT - Romagna Innovazione Tecnologia is a Consortium composed by over 70 Associates, including enterprises, Public Administrations, Trade Associations, Chamber of Commerce and Banks. Centuria-RIT is the Romagna Science and Technology Park, recognized as “Innovation Centre” by the Region Emilia-Romagna Centuria-RIT aims at promoting the Associates’ development and the growth of the whole area of Romagna through technological and organizing innovation, in particular in agrofood and manufacturing sectors.

CNA Emilia Romagna – Emilia Romagna Region Report of the Hubs Actors – Italy

4. OTHER STAKEHOLDERS National Confederation of Crafts and SME and other associations in general; Banks o PACKAGING: while for packaging the principal actors are CNA Association, public institutions, Firms, local technical school. GENERAL STAKEHOLDERS (PACKAGING CLUSTER) 1. UNIVERSITIES; R&D INSTITUTES; TECHNICAL SCHOOLS Universities of Bologna, Modena and Reggio Emilia, Parma, Ferrara. Istituto di Istruzione Superiore "Silvio D'Arzo" (high school). Technologic hub of Reggio Emilia and Parma; Technologic hub of Bologna. National Research Council (CNR) National Agency for Energy and Environment Technologies (ENEA). Laboratories specialized in packaging: INTERMECH; CIPACK; CIRI MECCANICA UNIBO; T3LAB, SITEIA, BIOGEST SITEIA, CIRI AGROALIMENTARE UNIBO. 2. PUBLIC STAKEHOLDERS Emilia Romagna Region, Province of Reggio Emilia, 9 Municipalities that compose the cluster. Chamber of Commerce of Reggio Emilia. 3. SERVICE CENTERS Centro Servizi Val D’Enza is the actor that animate the cluster (see pag.11 “who manage the cluster”). CNA Innovazione is the Centre for Innovation of the High-tech Network, promoted by CNA Emilia-Romagna and aimed at promoting managerial innovation in SMEs and guide Small and Medium Enterprises towards ways of improving (see shoes cluster). DemoCenter-Sipe is the Centre for Innovation and technological transfer focused on new technologies. Reggio Emilia Innovazione is the Centre for Innovation of the High-tech Network focused on Reggio Emilia district. OTHER STAKEHOLDERS National Confederation of Crafts and SME and other associations in general; Banks.

Clusters are usually linked to medium enterprises, world leaders in their market niches, and to smaller firms able to reach very high levels of technical specialization. Many clusters within the region have achieved a strong international presence with an export specialization higher than the national average. The aim is to valorise them in order to make them more competitive not only at the national level but also in the global economy.

CNA Emilia Romagna – Emilia Romagna Region International Report of the Hubs Actors and List of Actors operating in the Cluster Hub

Poland

Report of the Hubs Actors

Report of Hubs Actors - Poland

Concept of clusters has become very popular in recent fiew years. Politicians and entrepreneurs as well as scientists are increasingly refering to it in the context of economic development. Clusters seems to be a key factor for competitiveness and innovation and therefore for economic and employment growth. A strong cooperation among clusters raises the level of competitiveness of small and medium enterprises in the European market, and their level of innovation in comparison with companies from other countries. The cluster is closely connected with the territory on which it operates, it is regionally grounded. Clusters are specific forms of production organization, consisting in the concentration in the near space of flexible enterprises operated in complementary fields of business. These institutions cooperate and compete among themselves in the same time, they have also strong relationships with other institutions active in a mentioned field. The basis for cluster creation are relations existing between the companies, which generate specific knowledge creation processes and increase in adaptability1.

Innovation in the Silesia Region

Silesia province is an industrial region covering an area of 1233.4 thousand ha (3.9% of the country), of which 3.2% of the area occupied residential areas and 1.7% are industrial areas (first place in the country). Region is inhabited by about 4.64 million people, representing 12.2% of Polish population. The region is the most urbanized region in Poland (78.1% of people live in urban areas), with the highest rate of population density — 376 persons per km2 (national average: 122 persons per km2). The industry employs about 38% of total employment in the region. Province is characterized by a high concentration areas of economic and industrial activities. It is a strong economic region, which produces 167,948 million zlotys, this is 13.2% of GDP. Registered unemployment rate is 9.4% and the average

1 Clusters Benchmarking in Poland -2010, Deloitte Business Consulting S.A., page 9

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gross monthly salary is 3,185.54, which represents 102.7% of the average remuneration in the country2. In Silesia region is located much of the national capacity for research and development sector. R & D leads 130 units, representing 11.2% of entities in the country (second place). The units employs 7,145 people — an average of 3.7 people per thousand economically active (sixth place), which represents 9.6% of total employment in R & D units in Poland (third place). Among the employed 744 are a person with the title of professor, 1083 with the degree of habilitated doctor, and 4375 with a doctoral degree. Expenditures on R & D amounts to 609.2 million zlotys, which represents 7.9% of expenditures on research and development activities in Poland (fourth place), of which 78% is the current expenditure3. 45% of expenditure on R & D activities seem scientific and R & D units, 33% — colleges. Expenditures on R & D per capita amount to 131.1 zlotys (seventh place). In 2009, the Patent Office reported 374 inventions (12.9% in the country, second place), was granted 274 patents (34 more than in 2008.), which represents 17.8% of patents granted in the country (second place in the country). Reported 130 industrial designs (17.7%, second place), on 73 granted the right of protection (16.9%, second place in the country)4. Unfortunately, in research and development activities units use relatively consumed scientific research apparatus. Degree of consumption of research equipment, deemed to have funds assets, is 77% (average 77.8% for Polish). The potential of higher education in the Silesia province is high and includes 45 universities, representing approximately 10% of the total number of universities in the country (second place), including 10 public universities (third place). In the region is located in one university, four technical schools, fourteen economics, two teaching, two arts, one theological, sixteen vocational and the medical academy and academy of physical education. In the 2009/2010 academic year at universities in the region were educated more than 178

2 Central Statistical Office, Statistical Office in Katowice, Information about the Region, http://www.stat.gov.pl/katow/69_599_PLK_HTML.htm 3 Research and development (R & D), http://www.stat.gov.pl/cps/rde/xbcr/wroc/ASSETS_Dzialalnosc_badawcza_i_rozwojowa.pdf 4 Central Statistical Office, Statistical Office in Szczecin, Science and technology in Poland in 2009, STATISTICAL INFORMATION AND ELABORATIONS, Warsaw 2011, p. 81-511.

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thousand students — 10.6% of all students in the country (second place). In 2008 there were 41,265 graduates (third place)5 . In addition, in the region are located five branches of the Polish Academy of Sciences (at 77 centers in the country) and 17 units of research and development (at 130 in the country), which provide scientific support for clusters localized in the province. The region ranks second in the country in terms of participation of people with tertiary education constitute a resource for science and technology - 11.8%6. The region has registered 430.6 thousand businesses - 928 to 10 thousand population (average for the country: 954, eighth place in the country), of which 1708 are entities with foreign capital (9.5% of all entities, third place). In 2006-20087, 22% of industrial companies led innovation activities (9th place in the country, with the national average 21%). Compared to the previous period the percentage of companies innovative decreased. Silesian companies implement both process and product innovation. Of the 897 innovative companies employing more than 9 persons (6.9 thousand enterprises in the country) 78% introduced new or significantly improved processes, of which 29% were new on the market, and 77% of them are new or significantly improved products, of that 52% of new to the market (second place in the country). In the process 60% of companies investing in the manufacturing method of products, 23% in the method in logistics and distribution, and 44% in the method of supporting processes in the company. In 2009, the expenditures on innovation activity of companies in the region amounted to 28.4 million zlotys, which represents 13% of national expenditures, which per capita gives a 6117.4 zlotys (106.8% nationally)8. Expenditures on innovation activities were higher than previous years and amounted to 5.788 million zlotys for one company, which ranked the region on fourth in a country (the national average 4.615 million zlotys). The largest part of investment companies spend on machinery and equipment - 62%, and buildings and structures - 18%. For R & D companies bear the expenses of 15% (average 8% of

5 Statistical Office in Katowice (2011), Statistical Yearbook of Silesia in 2010, p. 209 and further. 6 Central Statistical Office, Statistical Office in Szczecin (2011), Science and technology in Poland in 2009, STATISTICAL INFORMATION AND ELABORATIONS, p. 306. 7 Polish Agency for Enterprise Development (2010), Innovation 2010, p. 16. 8 Central Statistical Office, Statistical Office in Katowice, Information about the region. Province on the background of the country, p. 6, http://www.stat.gov.pl/katow/69_599_PLK_HTML.htm

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the country), of which almost 10% of the internal expenditures. The purchase of knowledge from external sources, enterprises spend 1%, the same they spend on software purchases9. In the region there are about 200 companies of the business environment. It is noted growing number of industrial parks, technological and business incubators. The major institutions include: Upper Silesian Regional Development Agency (GARR), which serves as a Financing Institution, Upper Silesian Agency for Enterprises Restructuring (GAPP) and the Upper Silesian Fund SA10. Among the institutions operating in the region are identified include: centers for the training and consultancy, business incubators, including academic incubators, incubators and technology parks, industrial parks, loan funds, guarantee funds and venture capital funds. Silesia province is the first region in the country that created the innovation strategy and began implementation of specific strategic areas11. In the region, managers of innovative institutions signed the Declaration of Silesia for the development of Creative Innovative Region, which stressed the friendly climate in the region, technology commercialization, entrepreneurship and clusters. The document is an example of this that the region is prepared to undertake and implement a package of actions aimed at raising the level of innovation and competitiveness of the region12. “Regional Innovation Strategy of Silesian Province for the years 2003-2013” was developed under the project RIS-Silesia by means of financial support of the European Commission under the competition 5 Framework Programme for Research and Development of the European Union. Strategy developed jointly by representatives of companies, institutions of

9 Polish Agency for Enterprise Development (2010), Innovation 2010, p. 21. 10 Development Strategy of Silesian Province for the years 2000-2020 (2005), p. 17–18, http://bip.silesia- region.pl/STRATEGIA/strategia_07_05.pdf. 11 Effects of regional innovation strategies in Poland. Recommendations for a detailed analysis, Report (2005), p. 67, http://www.cptt.uz.zgora.pl/dokumenty/innowacja/raport.pdf 12 Executive Programme 2005-2008 for the Regional Innovation Strategy of Silesia Province for the years 2003- 2013(2005), p. 4, http://ris.silesia-region.pl/zalaczniki/2006/01/03/1136273492.pdf

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R & D sector, supporting institutions, and local authorities. The main objectives of the strategy should include for example: 1000 SMEs in 15 local and regional clusters by 200813. Due to the fact that cluster policy is conducted in Poland recently and largely relates to stimulate cooperation between the economy and the world of science, is often deemed to be an element of innovation policy. In the 2007-2013 financial perspective, cluster support programs have been written to both in the national operational programs and regional operational programs specific to individual regions. The need for support and development of clusters in Poland has been highlighted in the strategic document "Strategy for increasing the innovativeness of the economy in 2007- 2013", which was adopted by the Government on 4 September 2006. In towards "Infrastructure for Innovation" highlights the importance of promoting joint actions taken by entrepreneurs, aimed at implementing innovative projects. The activities are to be implemented, among others by: increase the awareness of entrepreneurs about the benefits of cooperation with scientific institutions and other enterprises, the establishment of effective public-private partnership, ensuring the conditions for networking, support for the development of clusters, support the development of technology platforms in high-tech sectors. In the context of backing to clustering at the national level, the most important is "Operational Programme Innovative Economy, 2007-2013" (PO IG). Interventions under this program include direct support for enterprises, institutions, business and scientific entities providing businesses with high quality services, and support system to develop the institutional environment for innovative enterprises. The PO IG was designed several instruments of support for the operation of cluster structures. Greatest importance for the promotion of cluster development is contained in Priority 5 "Diffusion of Innovation" Measure 5.1 "Supporting cooperative relations of supra-

13 Regional Innovation Strategy of Silesian Province for the years 2003-2013, p. 16, http://www.silesia- region.pl/ris/ris_strat.pdf

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl Report of Hubs Actors - Poland

regional". The goal of Measure 5.1 is to strengthen the competitive position of enterprises by supporting the development of links between enterprises and scientific research. Under the measure 5.1 may be funded following types of projects: purchase of fixed assets and intangible assets associated with new investment, advice on the development of plans for development and expansion of the association (cluster), participation in national and international meetings to exchange experiences, purchase of mainstream research infrastructure (laboratory, space for testing), infrastructure of broadband networks, promotion link to recruit new companies to participate in the grouping, management of open-access technical background of the cluster, organization of training programs, workshops and conferences to promote knowledge sharing and networking between members of the relationship, expansion of market relations. In addition to Measure 5.1, important for the support of clusters is Measure 5.2 "Supporting the pro-innovation network of business support institutions of supra-regional". Within the framework of Measure 5.2 are supported pro-innovative business support institutions, such as science and technology parks, technology incubators, technology transfer centers, etc. The "Operational Programme Innovative Economy, 2007-2013" is supported trans-regional clusters, which means financing only projects implemented by final beneficiaries operating in two or more provinces. Potential support from the action can thus obtain a strong and relatively large spatial clusters or cluster initiatives. Support for regional clusters, that is located on the territory of one province, provides for the Regional Operational Programmes (RPO). In Silesia region provided support for clusters within Priority I. Research and development (R & D), innovation and entrepreneurship. Measure 1.3. Transfer of technology and innovation, in which states among other things Creation and development of clusters of local and regional level. This allows to cover tasks such as: 1) information sessions within the cluster,

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2) advice on cluster development plans, 3) promotional activities, including through participation in fairs, exhibitions, trade meetings, 4) implementation and commercialization of technologies and products / services innovation. Support for clustering is also in the "Operational Programme Human Capital", in particular in Measure 2.1 "Development of human resources for modern economy." The main goal of this Priority is to improve the competitiveness of enterprises through increased investment in human capital enterprises and improving the quality and availability of training and consulting services to support business development. The measure is implemented through three sub-measures: 2.1.1 "Development of human capital in enterprises", 2.1.2 "Partnership for enhancing adaptability" and 2.1.3 "System support for increasing adaptability of workers and enterprises". Clustering is also supported under the "Operational Programme Development of Eastern Polish", which covered five provinces: Warmia and Mazury, Podlasie, Lublin, Świętokrzyskie and Subcarpathian. Appropriations for the development of clusters provided under Measure 1.4 "Promotion and cooperation" component "Cooperation", in which co-finances projects for network building, including those related to the identification and development of clusters. Another example of a program aimed at developing and strengthening the competitiveness of existing cluster structures was conducted in 2007 by the Polish Agency for Enterprise Development Programme "Support to cluster development." He was a pilot project, which was designed to stimulate and activate the existing clusters in the effective and efficient use of significant financial resources from structural funds, as provided for in the National Cohesion Strategy for use in the years 2007 - 201314. In Silesia region carried out a number of cluster initiatives. The vast majority of them are regional.

14 Ministry of Economy. Department of economic development (2009), Directions and cluster development policy in Poland, p. 19-30.

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Cluster Governance

The purpose of creation the Polish Wood Cluster was the need to create an efficient platform for internal communication between partners. Thanks to this, all firms operating within the cluster will have access to common sources of information necessary for the proper functioning of the whole structure. These actions will further strengthen relation between the actors inside cluster, creating a database, internal messaging system and the logistics cluster, informing about current economic and technological information. PWC exists as an informal connection between companies and institutions since 2004, but only in 2007, thanks to activities of leaders and Cluster Coordinator (Agency for Enterprise Development from Chorzów), cooperation agreement was signed.15 Cooperation in the Cluster is performed by periodical meetings, conferences, seminars, newsletters available on the cluster website, and trainings, with planned e-learning platform, for individual workers and clusters actors. Effects of cooperation are: a joint offer made by individual actors, jointly carried out work on improving production technology and a wide range of complex deliveries.

The role of Cluster Coordinator (Agency for Enterprise Development from Chorzów – ARP Sp z o.o.) is: to integrate participants in PWC to lead to initiate

15 http://www.zory.pl/nowa-inwestycja-w-zorach,new,0.html,340

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Agency for Enterprise Development from Chorzów do not take action only to achieve personal gain in connection with a Polish-Wood-Cluster. Profit generated from individual initiatives is spent on development objectives of the Cluster (research and development studies, trainings)

All actions taken by the cluster are supervised by the Coordinator. He is responsible mainly for: implementation objectives of the Cluster efficient flow of information within the cluster obtaining external funds for Cluster functioning creation an equal conditions for all partners in the Cluster representation of the Cluster to external actors Coordination of administrative, production and investment activities

The Polish-Wood-Cluster deals with matters relating to the wood industry, power engineering and automation. In the near future high-efficiency co-generation biomass-fired will be installed at the headquarters of the cluster . Cogeneration is the simultaneous production of electricity and heat, with a maximum losses in transmission and transformation in the same time. As far as PWC is very committed to the principle of sustainable development the energy production from renewable sources (biomass, wind) is a priority issue for the Cluster. Also scheduled research - development activities will be largely related to renewable energy and recovering the energy from waste (eg sewage sludge, wood waste, etc.)

Currently, Cluster operates throughout the whole country, but cooperation with foreign entities and enter the market in the international level in the near future is expected.

The main objective of the PWC are: common goals in the fields of marketing, purchasing and sales transfer of knowledge and technology strong outside representation promotion of wood as a building material and biomass as an energy source

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ability to use within the group of domestic and foreign aid programs optimization of technological processes in cluster and with partners of PWC create a common brand of PWC, promotional campaigns lobbying among local and central decision-makingcenters for the wood industry, improving the qualifications of the companies operating in the PWC and their employees

Cluster Innovation Activities PWC is an organization that aims to achieve a number of measurable environmental benefits. This is expressed through promoting sustainable and improve production of briquettes from waste biomass (renewable energy source), the exploitation of high efficiency cogeneration plant, the introduction of "thermo-wood," etc. Currently, studies are being conducted on: drying waste biomass in modern dryers, gas monitoring, thermal treatment of wood combustion, mixtures preparation and pellets, improving biomass-fired boilers, for which the heat transfer factor is the thermal oil and the use of waste heat through the flue gas condensation in the industrial drying of biomass. Adoption of innovative activities will be even faster after opening of laboratory of PWC, where new technology in strictly commercial exploitation conditions will be tested. Activities leading to the transfer of innovative technologies can also be undertaken by the cluster: run-to-date laboratory tests, active participation in training and exchange of information on the most effective, often innovative solutions. The cluster`s and its members` current level of innovation can be described as moderate. The main obstacles to increasing innovation are: finance (secured resources need for R&D – and consumables activities) as well as the fears of small and medium-sized companies before the new, untested innovative activity.

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Leader of innovation is the coordinator of the Cluster, promoting modern drying of biomass and production of ecological joint less briquettes. Cluster’s innovation potential is undoubtedly very large. As mentioned before, many activities towards introduction and transfer of modern technology are being implemented now. These activities will be intensified even more after starting of operation laboratory of PWC. Participation in the Cluster universities and R&D centres such as Czestochowa University of Technology and Agricultural University in Krakow, and very close cooperation with the Technical University in Gliwice, shows above-average potential for innovation. In order to enhance innovation, the various bodies involved in research and implementation of innovative solutions must be financially support. Unfortunately, many of the entrepreneurs has a bad attitude to fundraising assistance (not so much distrust for the award, but for accounting and running EU subsidies).

Role of stakeholders

Polish Wood Cluster members are: commercial companies, research institutes, universities and local government units. Currently, the cluster gathers 50 players from all over the country. Efficiency and innovative capabilities of Cluster are associated with infrastructure located at its headquarters. Increase in these factors is strongly connected with role of universities with their research laboratories and entities involved in implementation of new products and technologies on an industrial scale. Hardware infrastructure created nowadays, intellectual potential of cluster members and their business experience represent a huge value. The main initiator of the cluster and the leader of innovative activities is ARP. The other shareholders are universities, research & development units and entrepreneurs who wish to implement innovative technologies. Agency for Enterprise Development takes into consideration sustainable development strives to improve and promote innovative solutions and technologies in the

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl Report of Hubs Actors - Poland

field of wood industry and energy. At the same time, coordinator of the Polish Wood Cluster strongly promotes the establishment of contacts aimed to cooperation not only with actors from the region or country, but also with representative of other European countries.

Cluster Governance

Main objective of creation Polish Energy-saving and Passive House Clusters was development of joint activities in the fields of designing, building and energy efficient building management. This aspiration can be achieved by linking the resources of individual members of the Cluster and gained common knowledge in the field of energy-saving building to disseminate it by creating comprehensive services to the market.16 Coordinator of First Polish Cluster of Passive and Energy-Efficient Building Industry is Upper Silesia Industrial Park in Katowice (GPP). GPP activities include: advice for enterprises, research and development, implementation projects related to the design and construction of buildings, including passive houses. By working together in clusters companies operating so far in traditional sectors, are being opened for a new possibilities leading to integration of innovative solution with standard production processes, which definitely brings significant added value and increases productivity and efficiency of those companies.

16 http://klasterbudownictwa.pl/pl/o_klastrze

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl Report of Hubs Actors - Poland

Cluster within the cooperation with various actors tends to choose the optimal form of cooperation in order to achieve tangible benefits and efficiency. Cluster strongly encourages the members to participate in joint meetings, in order to select appropriate forms and terms of cooperation. Effects of cooperation are: joint offer made by individual actors, jointly carried out work on the improvement of production technology, construction methodology, comprehensive supply and a wide range of services. The essence of the cluster existence is cooperation in the field of building designing and management of energy- saving buildings. Cooperation within the cluster gives the opportunity to promote their own companies, work with the most active companies in the industry, access to knowledge during dedicated training and strength of presence in the meeting group. The main aim of creation cooperation by creating the First Polish Cluster of Passive and Energy-Efficient Building.Clusters is the development of joint activities in designing, building and energy saving building management. Within cooperation, actors of cluster can use wide range of mobile hardware with specialized software as well as different types of training, during which the exchange of international knowledge in the field of passive construction and energy-saving. This let also establishing contact with people of the industry, who are well-known authorities in the field of sustainable construction. In addition project implemented together by different actors create new value and thereby creating a competitive advantage in the market. The success in each even small actor mean success for cluster. In the organizational structure of the cluster we can find Cluster Council. Members of the Council meet regularly (ones for a quarter). They are responsible for implementation the following actions:

a) construction of a passive building, Energy-saving and Passive House Research and Development Centre, including the monitoring of progress and achieved results,

b) action "School" – on which two schools from the group of school so-called. "tysiaclatek" will be choosen (one from Slaskie voivodeship, one from Małopolskie voivodeship). In this

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl Report of Hubs Actors - Poland

school an energy audit will be conducted and according to results of audit report recommendation of action to be taken to improve the energy-saving performance will be created. Action assumes also strong cooperation with the management of schools and local governments to raise funds for the implementation of recommendations, overseeing the energy efficiency modernization and after the implementation study of achieved effects,

c) to promote the idea of passive and energy saving construction, by organizing conferences, training courses and seminars, creating website, and publishing materials from the clusters members and those companies which are cooperating with the Cluster,

d) to establish contacts and exchange of experiences with a partner of the German market, with a similar profile of activity, dealing with issues of passive construction,

e) support for cluster members preparing to active participation in the award of the so-called energy certificates and the training of auditors and other persons interested,

f) acquisition of equipment, computers and software and conducting simulation studies and analysis of energy demand for heating and cooling of buildings, taking into account the different compartments and way to design heating and cooling based on the teams of scientists from the Silesian Technical University and Cracow University of Technology,

g) to support the initiative of GPP and other participants in the cluster construction and energy-efficient passive houses and all other initiatives related to the energy saving and passive construction

h) the acceptance of new actors Cluster

Cluster’s offer is wide, they offer its customers a comprehensive implementation of construction services in energy-efficient technology - from design to final implementation -

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl Report of Hubs Actors - Poland

including use modern systems based on renewable energy sources and conducting an energy audit. During process of building, cluster monitors their current achievement, adapting and modifying each of activities if necessary to optimize the cost and implement EU directives for 2019 years. The cluster provides comprehensive services through teams of companies that make up its members.

Everything in the emerging of the first passive office building operates as a research object. It is one of Europe's largest investment in the technology of passive construction. The main objectives and areas of Cluster activities are:

1. Energy saving used in the facilities of HVAC systems and solutions. 2. Integrated simulation of demand for heat, air exchange and emission of pollutants in the facilities. 3. Energy efficiency of heating and ventilation in traditional and modernized buildings in comparison with the efficiency achieved in the facilities. 4. Study in effectiveness of modern design solutions used in the facilities 5. Effect of elevated air quality and ventilation in the facilities with particular emphasis on the effectiveness of the training, broken down by age group. 6. The use of CFD modeling to analyze the distribution of temperature, humidity and air velocity in indoor passive office buildings. 7. Thermal comfort in passive buildings 8. Using of modern techniques and computer programs in design of HVAC systems. 9. Monitoring of HVAC work in the facilities. Measurements of the internal environment. Environmental control issues. 10. System of automatic control for heating systems and passive ventilation in buildings. The impact of the operation of the control algorithms for energy consumption in the building analysis and the analysis of conditions in different areas. 11. Sound issues in passive buildings. 12. Prediction of noise in the designed ventilation systems. 13. Prediction of noise in the rooms (offices, educational, industrial halls).

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl Report of Hubs Actors - Poland

14. Problems of health and safety. 15. Simulation of energy demand for heating, ventilation and air conditioning passive constructions with taking into account different ways of building partitions, heating and cooling. 16. Monitoring and improvement of heating and cooling efficiency system and passive system for office buildings. 17. Analysis of the impact of cooling systems on thermal sensation and performance. 18. Collection and publication of climate data for the region of Katowice.

Cluster Innovation Activities

As a consequence of the decision on “green” building, made by Board and Actors of the Cluster company is applying for a grant of the British BREEAM certificate. BREEAM is one of the most important green building rating systems. In order to obtain a certificate, special emphasis on energy efficiency, use of organic materials, minimizing environmental impact and project management system should be put during all stages of its implementation. Cluster setting up a first passive building is using the most modern solution and technologies like: Production of electricity, cold and heat (from gas) in the process of trigeneration, Fully integrated building management system (BMS). Specialized model of heat system introduced at the stage of building design connected with continuous monitoring of thermal comfort and the parameters associated with operating costs. Monitoring will be carried out in cooperation with the Silesian Technical University and Technical University of Cracow. High efficiency heat recovery system. Heating and cooling beams in air-conditioning system. Facade system with high thermal insulation.

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl Report of Hubs Actors - Poland

Advanced system with automatically controlled window blinds, integrated with the light intensity control system Energy-saving lighting system with light sensors. Fibre optic connections to networks. The recovery and reuse of rainwater.

Innovative technical solutions go hand in hand with the elements of comfort in working place and ecological solutions promoted in the social sphere, such as, for example, common commuting lead to reducing traffic in the town. In addition, creating innovative, energy- saving building will provide: Access to daylight guaranteed for 100% of users in the building. Rate of air exchange at the level of 45 m3/person/hour Continuous monitoring of air quality. Fast and energy-saving elewator. Charging stations for electric vehicles. Guaranteed parking spaces for commuters in a minimum of 4 persons. Parking places and storage for alternative means of transport (like bicycles). The use of certified materials with low content of environmentally harmful compounds, originating from certified sources and manufactured with limited CO2 emissions.

Awareness of need for innovative solutions is a part of the innovation potential of enterprises. Another - equally important part - is to equip companies with modern information technology, cooperation with R&D sector, as well as level of education. Usage of the modern equipment in the field of information technology and expertise necessary in the innovation process among polish companies increase gradually. However, it seems that the level on which these activities affect to the innovation implementation and which would become the engine of growth companies and create conditions for increasing competitiveness of the economy as a whole, is still insufficient

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl Report of Hubs Actors - Poland

This potential is determined by the internal potential for innovation and access to external sources of innovation. The internal potential for innovation consists of: staff (they knowledge and experience, skills and qualifications, management of available resources, information management), research and development (isolated cell of R&D, work carried out by R&D contracted work , etc.) and technology ( computers and ICT technology, machinery and equipment, as well as the level of modernity of machinery and equipment). External sources of innovation are: universities and R&D units, but also competitors and customers or suppliers. Theme of construction or passive energy in Poland are socially desirable, but the lack of information in this area is still the most important problem Thus companies which want operate in the area of innovation need access to the knowledge. This applies in particular to technical knowledge, which is strongly associated with a given technology. Working on innovative building, however, is always associated with limitations that affects the pace of work. In large part, these barriers are related to the still low level of knowledge on energy-saving passive-building and coordination of the logistics chain. Another challenge are new directives for environmental protection and bureaucratic problems, especially problems related to the settlement of aid, including those received from the European Union.

Role of stakeholders

Cluster activities as a whole as well as action of individual actors, aims to reduce energy consumption which has the effect of increasing energy security. Reducing energy consumption is one of the elements of implemented sustainable development concept, consisting of energy-efficiency and protection of environment in order to preserve these assets for future generations. Efficiency and innovative capabilities in the context of the cluster, can be defined as the ability and motivation of individual actors in the continuing exploration and exploitation in

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl Report of Hubs Actors - Poland

practice the results of scientific research, new concepts, ideas and inventions. Actors of the cluster are characterized by high ability to create and implement innovation and high absorbency for the adoption of innovations from outside. For the sake of development, the cluster ensures high creativity, and gain of technological leadership. Hardware infrastructure, intellectual potential of members, purchased and improved knowledge and experience have also considerable value. The main initiator of the cluster and the leader of innovative activities is the Upper Silesian Industrial Park from Katowice. The other influential stakeholders who are involved in the execution and implementation of the idea of an energy-saving building are: 1. AB Group Sp. Z o o - Investment management 2. AGA Bauservice Sp z o o - Construction and instalation services 3. Bauren Renke Piotr - Design Services 4. P.A. Nova S.A. - Design Services 5. Group-Arch Sp. Z o o .- Design Services 6. HVAC s.c. Biuro Projektowo Doradcze - Design Services 7. MBC Automatyka i wentylacja sp. Z o o - Design Services 8. T.B. Tumas Z.A Radzyński - Design Services 9. OST-ENGINEER D.Szydlik, M.Osadnik, M. Tyszczak, Sp. J - Service providers 10. Polski Instytut Budownictwa Pasywnego i Energii Odnawialnej im, Gϋntera Schlagowskiego Sp. Z o.o – R&D Unit One of the main challenges of the modern world is to reduce energy consumption. This is due to both economic and ecological reasons. As higher the consumption is, the higher is an emission of pollutants into the atmosphere. Final product will be competitive in the property market since the operating costs of buildings, such energy-saving building are more than 3 times lower than those currently posed buildings. The building will be adapted to the highest world standards of passive energy consumption, aimed at as lowest possible energy consumption as possible. Analysis of the project implemented by the first Polish Energy- saving and Passive House Clusters shows that in the future, such buildings will revolutionize

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl Report of Hubs Actors - Poland

the real estate office. Such building in Germany become a great success, so we can predict that the same will happen in Polish market.

References Information contained in this report comes from individual survey conducted by the Regional Development Agency in Bielsko-Biala in collaboration with the Cluster Managers and following sources of information:

1. www.polish-wood-cluster.pl

2. www.zory.pl

3. www.mg.gov.pl

4. www.klastry.pl

5. http://www.zory.pl/nowa-inwestycja-w-zorach,new,0.html,340

6. www.invest.slaskie.pl/zalaczniki/2011/12/12/1323696881.pdf

7. www.gppkatowice.pl/index.php?menu=mission&id=10

8. www.stat.gov.pl/katow/69_599_PLK_HTML.htm

9. Clusters Benchamrking in Poland - 2010, Deloitte Business Consulting S.A,

10. Clusters in the Śląskie Voivodeship,2011, Polish Agency for Enterprise Development’s

11. Polish innovative potential of small and medium-sized enterprises, A.Żołnierski, Warsaw 2005

12. Central Statistical Office, Statistical Office in Katowice, Information about the Region,

13. Research and development (R & D), http://www.stat.gov.pl/cps/rde/xbcr/wroc/ASSETS_Dzialalnosc_badawcza_i_rozwojowa. pdf

14. Central Statistical Office, Statistical Office in Szczecin, Science and technology in Poland in 2009, STATISTICAL INFORMATION AND ELABORATIONS, Warsaw 2011,

15. Statistical Office in Katowice (2011), Statistical Yearbook of Silesia in 2010,

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl Report of Hubs Actors - Poland

16. Polish Agency for Enterprise Development (2010), Innovation 2010,

17. Development Strategy of Silesian Province for the years 2000-2020 (2005)

18. Executive Programme 2005-2008 for the Regional Innovation Strategy of Silesia Province for the years 2003-2013(2005)

19. Regional Innovation Strategy of Silesian Province for the years 2003-2013

Regional Development Agency 43-382 Bielsko-Biała, ul. Cieszyńska 365, Poland, tel./fax.: +48 33 818-47-79, 812-26-75, 816-91-62 e-mail: [email protected], www.arrsa.pl International Report of the Hubs Actors and List of Actors operating in the Cluster Hub

Annex

List of Actors operating in the Cluster Hub

IMU-Institut Berlin

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HERPRO,Ing.ManfredGuentherGmbH Eisenhüttenstadt HoffmannHerzbergerStahlbauGmbH Herzberg/E. HQMRohrleitungssystemeGmbH Tröbitz HTSHoch,TiefundStrassenbauGmbH&Co.KGSchlieben SchliebenOTBerga I.P.S.IndustrialProjectsServicesGmbH Eisenhüttenstadt IMBGmbHIndustriemontageBrandenburg Eisenhüttenstadt ImpulsaAG Elsterwerda ITECEntwicklungsundVertriebsgesellschaftmbH Elsterwerda KirowArdeltKranbauAG Eberswalde KjellbergFinsterwaldePlasmaundMaschinenGmbH Finsterwalde KjellbergStiftungGießenKSFGmbH Finsterwalde KlausEllingerGmbH Berlin KSBServiceGmbH Eberswalde KSFKommutatoren&SchleifringkörperFinsterwaldeGmbH Massen KunstgießereiLauchhammerGmbH&Co.KG Lauchhammer LMBLausitzerMaschinenbauGmbH Massen MAGEHerzbergGmbH Herzberg/E. MCEBerlinGmbHNLEisenhüttenstadt Eisenhüttenstadt MetallbauFinowGmbH Eberswalde MetallbauGlawionGmbH Eberswalde MetallbauLiebehenschelGmbH&Co.KG WandlitzOTBasdorf Nordwestuckermark MMCRetzlaffGmbH&Co.KG OTParmen MSGMaschinenundStahlbauGmbH/BoschRexrothInterlit Joachimsthal MultiCutGmbH Eberswalde N+SNormteileundSonderschraubenGmbH Finsterwalde NetzwerkMetallEberswaldeBarnimc/oWitoGmbH Eberswalde NeueOderwerftGmbH Eisenhüttenstadt NopaIndustriearmaturenGmbH Eisenhüttenstadt ODIGOstdeutscheInstandhaltungsGesellschaftmbH Eberswalde OLSSONSWEDESGmbH Herzberg/E. OrtranderEisenhütteGmbH Ortrand OSBOderbergerStahlbauGmbH Oderberg PerrinGmbH,WerkPrenzlau Prenzlau PiepenbrockInstandhaltungGmbH&Co.KG Eisenhüttenstadt PietschMetallbauGmbH Tröbitz PIXELSTUDIOinternetserviceMarkusWedemeyer Eisenhüttenstadt PreussForstmaschinenGmbH Herzberg/E. PREUSSMetallverarbeitungGmbH Linda/StadtJessen Produktentwicklungs,InitiativundLehrzentrumFinsterwalde/LausitzGmbH Finsterwalde (PILZ) QCWQualifizierungszentrumderWirtschaftGmbH Eisenhüttenstadt RavenéSchäferGmbH/ArcelorMittalStahlhandelGmbH Eberswalde RCSRichterComputerSystemhausGmbH Finsterwalde/Massen REISSBüromöbelGmbH BadLiebenwerda REpowerSystemsAG Breydin/OTTrampe RESERVGmbH Prenzlau RICHTSTEIGAnlagentechnikGmbH&Co.KG Eisenhüttenstadt RoseGehäusetechnikGmbH Eberswalde RosenEiskremSüdGmbH Prenzlau RotheErdeGmbH Eberswalde SalzgitterMannesmannStahlhandelGmbHNLLauchhammer Lauchhammer SchönbornerArmaturenGmbH Schönborn SchulzePräzisionsteilefabrikGmbH Eberswalde SEAGSystemelementeGmbH Eisenhüttenstadt SIMPEXHydraulikGmbH Eisenhüttenstadt SMBRohrleitungsbauWildauGmbH&Co.KG Ludwigsfelde StadtwerkeEisenhüttenstadtGmbH Eisenhüttenstadt STAWAStahlbauGmbH Eberswalde TAKRAFGmbH Lauchhammer TIPTOPIndustrievulkanisationSchwarzePumpeGmbH/Eisenhüttenstadt Eisenhüttenstadt TSTSystemtechnik(AKZONAG) Tröbitz TubeTechnologySystemsAG Massen TyrollerHydraulikHerzbergGmbH Herzberg/E. UckermärkischeMetallverarbeitungPrenzlauGmbH Prenzlau UebigauerElektroundSchaltanlagenbauUESAGmbH Uebigau UMEtecWalter&PartnerGbR Eberswalde UnitechnikAutomatisierungsGmbH Eisenhüttenstadt UweGüntherSchweißfachbetriebEdelstahl,Stahlund Finsterwalde Aluminiumverarbeitung VEOVulkanEnergiewirtschaftOderbrückeGmbH Eisenhüttenstadt VereinfürQualitätsförderungBrandenburge.V.(VQB) Frankfurt(Oder) VietzkeMetallprodukteGmbH&Co.KG Schlieben voestalpineDrahtFinsterwaldeGmbH Finsterwalde VölklEisenhüttenstadtGmbH Eisenhüttenstadt vonRollhydrotecGmbH Prenzlau VWPMaschinenbauGmbH Crinitz WalzwerkFinowGmbH Eberswalde WEQUAGmbH Lauchhammer Winz&LemkeWerkzeugmaschinenbau&ServiceGmbH Seefeld YMOSPrenzlauGmbH Prenzlau ZemmlerGmbH Großräschen ZöllerMetall&Elektrobau Potsdam

UniversitiesandResearch&DevelopmentInstitutions

Berlin,Frankfurt bbwHochschule (Oder),Prenzlau, BeuthHochschulefürTechnikBerlin Berlin BrandenburgischeTechnischeUniversität[BTU] Cottbus BundesanstaltfürMaterialprüfung Berlin FachhochschuleBrandenburg[FHB] Brandenburga.d.H. FraunhoferInstitutfürProduktionsanlagenundKonstruktionstechnikIPK Berlin HochschulefürnachhaltigeEntwicklungEberswalde[FH] Eberswalde HochschulefürTechnikundWirtschaftBerlin Berlin HochschuleLausitz[FH] Senftenberg/Cottbus PantaRheigGmbHForschungszentrumfürLeichtbauwerkstoffe Cottbus TechnischeHochschuleWildau[FH] Wildau TechnischeUniversitätBerlin[TUB] Berlin

OtherStakeholders

BarnimMetalsNetwork(NMB) Eberswalde EisenhüttenstadtMetalworkingandEnvironmentalTechnologyAssociation Eisenhüttenstadt (KoMU) IndustrialUnionofMetalworkersIGM(EastBrandenburgBranchandSouth Frankfurt(Oder), BrandenburgBranch) Cottbus Frankfurt(Oder), ChamberofCommerceandIndustry(EastBrandenburgandCottbus) Cottbus PrenzlauBusinessForum(WFP) Prenzlau SouthBrandenburgMetalsandElectricalIndustriesConsortium(ARGEMEI) Finsterwalde ZABEconomicDevelopmentBoard Potsdam

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Companies Name City Acri.TecGmbH Hennigsdorf OptotecGmbH Rathenow PoschmannDesignGmbH Rathenow AkademieSeehofGmbH Brandenburga.d.H. AOIServiceGmbH Rathenow AYAKSGmbH Witebsk(Belarus) BalticOptikGmbH Kaliningrad(Russia) ObriraGmbH Rathenow OptikWerkstattGmbH Berlin OptikparkRathenowGmbH Rathenow SoliraGmbH Rathenow TechnoTradeGmbH Berlin EssilorGmbH Rathenow EurovisionGmbH Berlin FielmannModebrillenRathenowGmbH Rathenow Hilgenfeld&ContnyBerlin Berlin MarwitzFassungen Berlin MykitaFassungen Berlin OTRFielmannOberflächenGmbH Rathenow PaulWebdesign Rathenow ScharnbeckFassungsreparatur Rathenow SteuerberatungGötze Rathenow OptoconsultOCRRathenowGBR Rathenow KnaufConsulting Biesenthal ThiemeConsulting AugenOptikTautenhahn Wittenberge Augenblick–InstitutfürAugenoptik/Optometrie Wittenberge AugenoptikBernhardt Wittstock AugenoptikConrad Berlin AugenoptikEnßlen Mahlow AugenoptikFischerGbR Rathenow AugenoptikKlöter Zehdenick AugenoptikKornmesser Lehnin AugenoptikMarchwat,M. Oderberg AugenoptikMarchwat,W. Eberswalde AugenoptikSylviaBrandt Berlin AugenoptikerGernt Finsterwalde AugenoptikerThieme Potsdam AugenoptikermeisterRöhl Potsdam AugenoptikermeisterSchmidt Vetschau AugenoptikerKrügerGbR KönigsWusterhausen BergerOptikGmbH Eisenhüttenstadt BesKopowski Cottbus BrillenKrug Petershagen BrillenstudioFrenzel Strausberg CarreéOptik Potsdam CityOptikScharnbeck Potsdam FielmannAG&Co.Meier Rathenow FielmannAGJacob Berlin FielmannAGWillerding50 Berlin GiesaOptik Neuruppin GundolfSchmidt Luckau Kossack&Co.OHG Calau LuxAugenoptikHennesOHG Oranienburg M&GAugenoptikGmbH Nauen NowaraAugenoptik Spremberg OptikBolle Wildau OptikSchuster Müncheberg OptikerRamin Eichwalde

OtherStakeholders Name City IMUInstitutBerlinGmbH Consultancy Berlin/Rathenow VereinzurFörderungundPflegederoptischen Rathenow TraditioninRathenow ZABEconomicDevelopmentBoard PublicInstitution Potsdam TGZHavelland PublicInstitution Rathenow AugenoptikerinnungdesLandesBrandenburg Guild Rathenow FHBrandenburg University Brandenburga.d.H. UniversityofAppliedSciencePotsdam University Potsdam AdministrativeDistrictHavelland PublicAdministration Rathenow OberstufenzentrumHavellandOSZ Education Friesack OptikIndustrieMuseumRathenow Education Rathenow CityofRathenow PublicAdministration Rathenow ChamberofCommerceandIndustry Potsdam OpTecBB Network/Cluster Berlin

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