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CONFIDENTIAL

FOR INTERNAL USE WITHIN CLIENT COMPANY ONLY

MARKET ANALYSIS IN

EUROPE - REPORT

REGION BLEKINGE

2017-03-31

FINANSIERAD AV TILLVÄXTVERKET

Project outline – page 3

Brief summary from Step 1 of the project – page 6

Generic findings & recommendations from Step 2 of the project – page 9

Underwater Technology – page 11

Marine Informatics – page 39

Stamping – page 70

Internet of Things – page 100

IT Security – page 128

10 APRIL 2017 2

STRUCTURE OF THE REPORT

BUSINESS SWEDEN

BUSINESS SWEDEN 10 APRIL 2017 3

PROJECT OUTLINE 1(2)

FIVE-STEPS APPROACH

Step 1: Dialogue meeting Step 2: Market selection & cluster mapping

KEY ISSUES

Initial dialogue meeting with the representatives of

Blekinge Region, TechTank, Blue Science Park and

industry representatives to discuss:

Project focus areas

Approach and timeline

Methodology

Requirements for country and cluster selection

process in the European countries

Reconciliation of other outstanding issues

a) Identification, analysis and prioritization of

relevant markets (European countries) based on

the identified focus areas and meeting the

requirements and criteria developed during the

dialogue meeting

b) Overall mapping of clusters/science parks in the

selected markets and within defined focus areas

The study focuses on:

Geographic location and accessibility

Main stakeholders involved and their profiles


PROJECT OUTLINE 2(2)

FIVE-STEPS APPROACH

KEY ISSUES

Step 3: Cluster analysis Step 4: Recommendations Step 5: Workshop

In-depth analysis of

clusters/science parks per focus

area, which are selected as

relevant and prioritized in Step 2 of

the project

The analysis focuses on the

following:

Nature of collaboration with key

stakeholders covering public,

private and academia interests

Internationalization level and

local support

Organizational structure

Basic profiles of the main

cooperation actors

This phase of the analysis will

focus on the development of

the recommendations and

action plan

More specifically:

Recommendations of

cooperation opportunities

and challenges

As well as synergies

between identified and

analyzed clusters in Step 3

of the project with TechTank,

Science Park and their

business representatives

Workshops with all

representatives of the entities

involved in the project:

Blekinge Region

TechTank

Blue Science Park

Their business

representatives

During the workshop the final

report and proposed action

plan will be presented and

discussed









10 APRIL 2017 5


BUSINESS SWEDEN


BUSINESS SWEDEN HAS SCREENED RELEVANT

CLUSTERS IN THIRTY COUNTRIES IN EUROPE

Gross-list

Short-list

EU’s 28 countries have been included into

the screening, except for Sweden

Norway, Switzerland and Israel were

included as well

Through desk research and local networks,

overall mapping of clusters in the selected

markets and within defined focus areas

Business Sweden has ranked identified

clusters following 1-3 scale:

1 - fully matches the criteria

2 - doesn’t fully match the criteria, but close

to that and could be of interest

3 - one of the interests prevails

(private, public or academia)

SHORT-LIST OF CLUSTERS TO INTERVIEW IN THE NEXT STEP

Short-list

A gross-list of 20-50 clusters per area

have been compiled and analyzed

The short-list consists of identified

clusters, which are ranked as 1

Short-listed clusters are the ones that

Business Sweden recommends to

interview in Step 2 of the project

Business Sweden has identified 5-10

relevant clusters per area which are

ranked as 1

Step 1

Step 2

Ranking


SHORT-LIST OF CLUSTERS INTERVIEWED IN THE

SECOND STEP OF THE PROJECT

Underwater

Technology

Marine

Informatics Stamping IOT IT Security

Belgium Materials Research Cluster Gent IoTBE;

IMEC

LSEC

Croatia AIK: MarC

Denmark Offshoreenergy.dk The Maritime Development Centre DAMRC IoT Centre Alexandra Instituttets Security Lab

Estonia Estonian Maritime Academy IoT Lab

Finland Finnish Marine Industries Ficom Fisc

France Pôle Mer Bretagne Atlantique Cluster Maritime Français Materalia CITC

Germany Hochschule Bremerhaven Maritimes Cluster M.A.I Carbon IT Sicherheit Bayern

Ireland IMERC IT@Cork Info Security Ireland

Israel ATP

Italy MareFVG;

Italian Maritime Cluster

Latvia MASOC Latvian IT Cluster Federation of Security and Defence

Industries

Lithuania Baltic Valley

Netherlands Nederland Maritime Land Hague Security Delta

Norway GCE Subsea GCE Blue Maritime iKuben

Poland Polish Maritime Custer Gdynia Maritime University Polski Klaster Aluminium Klaster internet rzeczy Bydgoszcz IT Cluster

Portugal INEGI

Romania Automotive South West

Competitiveness Pole

Slovenia TECOS

Switzerland Inspire AG

UK Subsea UK Maritime UK The Cambridge Cluster UK Cyber Security Forum;

Oxford Cyber Security Cluster









10 APRIL 2017 8


BUSINESS SWEDEN

BUSINESS SWEDEN

Inter-clustering is common, additionally developed clusters are members of major

international networks and area-specific international associations or unions

Predominant majority of interviewed clusters work towards internationalization and express

interest in opening up discussions about potential cooperation with Region Blekinge

Most of relevant and strong clusters follow triple helix operational model

Mixed financing model including membership fees and strong public backing is

common among successful clusters

Almost all clusters are independent entities with elected board and independent executive

team, which operate mostly in the framework of the specific projects, rather than generic set

of activities

R&D base/component as well as specialization are essential among many knowledge-

intense countries and clusters and opens up international financing opportunities

SUMMARY – KEY FINDINGS

9

Business Sweden has introduced Region Blekinge to the major European clusters; established

contacts (mostly on top management level) may serve well in taking the next

internationalization step

BUSINESS SWEDEN

Clearly define the capabilities of TechTank for

international collaborations and decide if it should

approach event-driven or project-driven clusters

Decide whether to run R&D focused or an export

focused internationalization, or potentially both

Define R&D and /or conventional common ground

projects which could be offered to potential partner

clusters in Europe to work together on

Consider introducing membership fees to drive

internationalization

Decide whether to change organizational structure

with independent management and Board and/or

sustain cluster as a project of the region

Develop deep and comprehensive internationalization strategy covering; the positioning of the cluster (a clear profile),

content (what could be offered), current or new programs which could be internationalized, anchoring with Swedish

innovation and/or R&D strategy, whom to approach geographically and profile-wise, timeline and budget and alignment of

all members

Review and/or embark on memberships in the major European networks/associations or programs – it will enhance

credibility among potential partner clusters

Expand network in Sweden to accumulate scale for international collaborations but also with universities to gain credibility

Intensify project-based cooperation with local and international partners

10

Define and communicate a clear profile and/or focus areas.

This could be reached by creating focused groups with in

each area with a tripe helix approach or by narrowing Blue

Science Park’s focus areas and select one or two field to

focus on. For example to become a relevant partner within

the field of Underwater technology Blue science park could

benefit from developing a underwater technology profile or

project that could be presented to partner cluster

Review and package the programs/projects which are

viable for transnational cooperation and the ones which

could be discussed with the selected potential partner

clusters

Reach and academic is important in all fields. To become

more attractive as a partner outline the research profile to

present to potential European partner clusters’

GE

NE

RA

L

SP

EC

IFIC

TECHTANK BLUE SCIENCE PARK

SUMMARY – KEY RECOMMENDATIONS

UNDERWATER

TECHNOLOGY

11 BUSINESS SWEDEN 10 APRIL 2017


UNDERWATER TECHNOLOGY – SELECTED AND

RECOMMENDED CLUSTERS TO APPROACH

Nine clusters were selected for the interview process

One cluster, Danish Subsea Network, has ended its operations and has

since been replaced by the Danish Offshoreenergy.dk.

As a result of the interviews, four clusters are top ranked and represent the

ones Business Sweden recommends to facilitate cooperation with:

GCE Subsea in Norway, Subsea UK, Pôle Mer Bretagne Atlantique in

France and Polish Maritime Cluster

German Hochschule Bremerhaven - Forschungscluster Energie- und

Meerestechnik is disqualified in this stage, since it is a purely academic

institution

Estonian Maritime Academy, Baltic Valley in Lithuania, AIK: MarC in

Croatia, Danish Offshoreenergy.dk and Subsea UK have potential, but they

either lack one of the components in the triple helix logic, or they are

comparatively weak to the recommended clusters

All interviewed clusters have expressed an interest in a potential

cooperation with Region Blekinge

COMMENTS

QUALIFIED

LEVEL 1

High Potential

LOW POTENTIAL

Based on the

interviews

QUALIFIED

LEVEL 2

Medium Potential

DECLINED TO

RESPOND

SOURCE: BUSINESS SWEDEN ANALYSIS AND PERSONAL INTERVIEWS

UK


SPREAD OF THE ANALYSED CLUSTERS BASED ON

POTENTIAL

CLUSTER NAME

NORWAY GCE Subsea

POLAND Polish Maritime Cluster

CROATIA AIK: MarC

ESTONIA

LITHUANIA

Maritime Academy

FRANCE Pôle Mer Bretagne Atlantique

COUNTRY CLUSTER NAME

GERMANY

IMERC

DENMARK Offshoreenergy.dk

COUNTRY

High potential Medium potential Low potential Not reached

Hochschule Bremerhaven Subsea UK

Baltic Valley

SOURCE: BUSINESS SWEDEN ANALYSIS


PUBLIC FUNDING OR CO-FUNDING IS COMMON

CLUSTER FUNDING MODELS

PUBLIC & PRIVATE MIX OF FINANCING LOOKS TO BE THE MOST INTERESTING FOR REGION BLEKINGE TO CONSIDER

GOVERNMENT

Governmental funding prevails or the cluster

expresses a fully dependency.

Halts membership fees.

If regional, it has more of a networking and

promotional agency (e.g. AIK Marc/Croatia).

If national, it has the reach and scale, acts as

a multifunctional force (GCE Subsea/Norway).

PUBLIC & PRIVATE MIX

Not common, but one of the most viable

funding schemes.

Formally funded by the government and

region, as well as yearly membership fees

(e.g. Pôle Mer Bretagne Atlantique/France).

INTERNATIONAL PROGRAMS

Most of the clusters with a strong R&D

component have EU and/or international

financing.

Exceptionally, some clusters like the Baltic

Valley are fully funded by EU programs and

grants from international programs.

ACADEMIA

Core financing is done through the University’s

budget plan (e.g. Estonian Maritime Academy,

Hochschule Bremerhaven - Forschungscluster

Energie- und Meerestechnik in Germany).

Usually co-financed through: National R&D

programs, international programs, other

governmental funding and commercial projects.

LOCAL REGION/MUNICIPALITY

In most of the cases, underwater technology

clusters have either national character or

academic focus with respective financing.

However in some cases the operational

performance of the cluster is financed from

municipal funds, like for example the Polish

Maritime Cluster.



COLLABORATION IN THE CLUSTERS IS DRIVEN

PRIMARILY BY INDUSTRY SPECIFIC PROGRAMS

SECTOR SPECIFIC PROGRAMS ARE ESSENTIAL FOR THE OPERATIONAL PROFILE OF THE CLUSTERS

International

programs

Events

Local

programs

Natu

re o

f co

llab

ora

tion

Local programs developed on the national level with participation of the

clusters and/or programs developed by the clusters and funded by the

government. (e.g. Pôle Mer Bretagne Atlantique/France)

If university-driven, the cluster does R&D cooperation with local institutions in

the country (Estonian Maritime Academy, Hochschule Bremerhaven -

Forschungscluster Energie- und Meerestechnik in Germany)

Less developed clusters operate more as an association and their members

interact primarily through meetings, workshops and conferences (e.g.

AIK:MARC/Croatia)

Otherwise, all clusters run meetings, delegations and workshop as an add

on to their daily operations rather than their core activities.

R&D driven clusters participate in the international programs, mainly EU

R&D is the key for participation in the international projects. Therefore the

clusters which have a prevailing private component tend to lack in success.

Universities are mainly networked through programs with similar

counterparts globally, rather than conventional clusters

The identified

clusters run their

activities through

specific programs,

as well as profile

themselves for national

and transnational

cooperation through programs

Generic cooperation through

meetings or workshop goes secondary

and is less common in this knowledge-

intense sector

Common amongst all

Common amongst all

Secondary for all, priority for some



A GLOBAL AND NETWORKED INDUSTRY –

INTERNATIONAL COLLABORATION IS THE KEY

INTERVIEWED CLUSTERS ARE DRIVEN BY INTERNATIONAL COOPERATION

“We cooperate mostly with universities in the fields of maritime affairs

and national authorities from all around the Baltic Seal Like Poland or

Finland. We are members of several international organisations such

as BIMCO, IAMU, The Hydrographic Society UK and IASST. Our Staff

takes actively part in conferences of these organisations, gives oral

presentations or also writes articles”

Mr. Marek Grzybowski

Polish Maritime Cluster, President “ “Thanks to our activity in ENMC, the Polish maritime economy has

reached the level of all leading maritime clusters operating in the

European Union and the Baltic Sea Region. Tentacle, Bothnian Green

Logistic Corridor, MarChain, Star-Dust, TransBaltic are just a few

examples of international programs where our cluster actively

participates and supports with innovative technology”

Typ

es

of

inte

rnati

on

al

en

gag

em

en

ts

Members of the international organizations

Established cooperation with similar clusters

International & EU programs

The Baltic Sea Region programs

Several clusters (primarily academically driven) are

members of international organizations such as for example:

BIMCO, The Hydrographic Society of UK, IAMU, IASST.

Conventional clusters cooperate with similar clusters in the

UK, Brazil, Australia.

Often geography driven – e.g. Croatia cooperates with Italy

and France.

All clusters with minor exceptions participate in the EU

programs.

Some clusters are fully dependent on EU programs.

Countries like Poland, Norway, Lithuania cooperate in the

Baltic Sea Region programs.

CONSIDERATIONS Ms. Kadi Kasepõld

Estonian Maritime Academy “

Mr. Philippe Monbet

Pôle Mer Bretagne Atlantique “ “We have a strong regional anchoring in Brittany. However, we are

committed to nationwide and international collaborations, but the idea

is that R&D-projects that take place on our territory in Brittany”

SOURCE: BUSINESS SWEDEN INTERVIEWS


MOST OF THE CLUSTERS ARE ORGANIZED AS

CONVENTIONAL COMPANIES


ANALYSED CLUSTERS (EXCEPT EDUCATIONAL INSTITUTIONS) ARE FULLY INDEPENDENT ENTITIES AND RUN BY A DEDICATED

BOARD AND EXECUTIVE TEAM

1

2

3

4

5

Most of the interviewed clusters act as independent organizations to some extent dependent on the

public interest.

In regards of the academic institutions (Estonian Maritime Academy & Hochschule Bremerhaven -

Forschungscluster Energie- und Meer in Germany), they are run by the universities and conform to

the organizational laws established by the universities.

The organization of the clusters is similar to the private companies’ setup; consisting of a Board or

a Steering Committee and an executive team.

General Assembly consisting of all or selective members appoints the Board, while Board appoints

executive team.

The Board is responsible for making strategic decisions, whereas the executive teams run the

cluster’s daily operations.

Some clusters are organized as agencies (with prevailing public interest), associations (with a

higher focus on private interest interaction).

The prioritized cluster Pôle Mer Bretagne Atlantique in France is led by an Executive Board and a

team of six employees in charge of administration and operational activities; GCE Subsea in

Norway is governed by General Assembly consisting of one person from each member and a

Board made up of senior executives from operating companies; Polish Maritime Cluster is run as

an independent association with a Board appointed by the General Meeting of all members.

The lesson learned is that all clusters are outlined as fully independent entities (independent of

financing share), where public members have an equal say with the rest of the interest in the

cluster.


LESSONS LEARNT AND RECOMMENDATIONS

WHAT REGION

BLEKINGE COULD

LEARN AND APPLY

Based on the findings from this study and/or related

studies, develop deep and comprehensive

internationalization strategy covering:

Positioning of the cluster (clear profile).

Content (what could be offered).

Current or new programs which could be

internationalized.

Anchoring with Swedish innovation and/or R&D

strategy.

Whom to approach geography-wise and profile-

wise.

Timeline and budget.

Alignment of all members.

Take a decision whether or not to approach purely

academic institutions.

Facilitate communication with high and medium-ranked

clusters.

High: GCE Subsea in Norway, Pôle Mer

Bretagne Atlantique in France, Polish Maritime

Cluster and Subsea UK.

Medium: Estonian Maritime Academy, AIK:

MarC in Croatia, Danish Offshoreenergy.dk and

Baltic Valley in Lithuania.

All high-ranked clusters follow triple helix model.

On the contrary, the ones with either pure academic or

dominantly private interest are less impactful.

Scale is important, either as an organization with many

members or as a cluster with a great global outreach – it

allows knowledge and experience to be exchanged

between relevant parties.

Strong focus on internationalization and participation in

international programs.

Having a mixed financing model that involves all parties.

Interests are proportionately balanced, not dependent on

a few big companies, academia or on the government.

Simultaneously, governmental/regional/public interest

has a fair share in the cluster – it makes the membership

more appealing to the cluster’s members.

A solid R&D base or component facilitates participation in

international projects and financing opportunities.

The successful clusters avoid trying to cover ‘all for all’,

but has a rather strategically outlined focus and

emphases high growth potential areas.

Project-driven clusters have a greater chance at starting

a cooperation with their counterparts internationally. A

generic cooperation in this sector is rare.

LESSONS LEARNT RECOMMENDATIONS

CLEAR POSITIONING AND OFFERING ARE ESSENTIAL FOR COMMUNICATION WITH PARTNER CLUSTERS INTERNATIONALLY



NORWAY – GCE SUBSEA 1(2)

REGARDED AS THE WORLD’S MOST COMPLETE CLUSTER FOR SUBSEA LIFE-OF-FIELD SOLUTIONS

Marine informatics Stamping IoT IT Security

POSITIONING

Industry-driven

Strong academic profile

Competence-driven

Based in Ågotnes, west of Bergen, GCE Subsea is an industry-driven

initiative for strengthening and facilitating internationalization of

businesses, research and education. It is regarded as the world’s most

complete cluster for subsea life-of-field solutions

The cluster is on the GCE level of clusters in Norway which means it

already has a well established systematic collaboration in strategic areas,

both within the cluster, but also with international actors

22 partners including companies, regions and universities. 83 member

companies from different industry sectors. GCE subsea collaborates with

an additional 32 companies and organizations worldwide

Partners and members collaborate to develop and deliver competence,

technology and maintenance for underwater installations globally. One of

the worlds strongest academic environments within underwater technology

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes

Decision-maker or executive: Yes

Openness to cooperation with Blue Science

Park: Yes

Name: Gisle Nondal

Title: R&D Manager

Email: [email protected]

Phone: +47 95 77 18 46

Website: http://www.gcesubsea.no/

CONTACT DETAILS

Underwater Tech

Local support

&

International

programs

Organizational

structure

GCE Subsea is governed by a General Assembly consisting of one person

from each member and a Board made up of senior executives from

operating companies, system suppliers, SMEs, R&D and academic

institutions.

All organizations established in Norway that deliver products or services in

or to the subsea industry can become members of GCE Subsea.

The cluster is dependent and partly financed by the government through

the GCE initiative as well as by member companies and partners.

The public entities finance the cluster and make sure it benefits the region

High internationalization level: The cluster is currently cooperating with

regions in Brazil and Subsea Energy in Australia. They are also very

positive towards a potential collaboration with Swedish clusters.


mailto:[email protected]

http://www.gcesubsea.no/

http://www.gcesubsea.no/


CURRENTLY COLLABORATING WITH SUBSEA ENERGY IN AUSTRALIA AND OPEN FOR OTHER PARTNERSHIPS

”We are currently working with regions in Brazil and with

Subsea Energy in Australia. We are definitely open for new

collaborations”

Gisle Nondal – R&D Manager

AIMING TO BECOME EVEN BIGGER “ STRONG FOCUS ON INTERNATIONAL COOPERATION “

LEADING CLUSTER WITHIN UNDERWATER

TECHNOLOGY “


Based on the interview highlight key competitive points of a specific

cluster

GCE Subsea is considered one of the strongest professional

communities within the field of underwater technology

The GCE program has helped GCE Subsea to develop further and

reach out internationally and attract competent people

Business Sweden highly recommend Swedish clusters to collaborate

with GCE Subsea considering it is one of the best clusters within the

field of underwater technology

”We are one of the strongest Underwater Technology clusters

in the world”


”All companies in Norway that deliver products to the subsea

industry can be part of GCE Subsea”


LESSONS LEARNT/COMPETITIVE EDGE

NORWAY – GCE SUBSEA 2(2)

QUOTES FROM THE INTERVIEW

Underwater Tech



FRANCE - PÔLE MER BRETAGNE ATLANTIQUE 1(3)


A COMPETITVE CLUSTER WITH STRONG REGIONAL ANCHORING WITH THE MAIN AIM TO SUPPORT INNOVATIVE R&D PROJECTS


Strong regional anchoring…

…but also a commitment to national

and international collaboration

Large network of players from all

maritime sectors

Academic profile (an engineering

team within the cluster)

Based in Brest, Pôle Mer Bretagne Atlantique has a strong regional

anchoring in the maritime region Bretagne-Pays de la Loire.

The cluster encourages collaborations with members from different parts of

the maritime industry through technological platforms. They work in close

collaboration with technological platforms in Brittany, Pays de la Loire and

Basse-Normandie in order to initiate innovative projects within the cluster.

Pôle Mer Bretagne Atlantique works in close collaboration with its “twin

cluster” Pôle Mer Méditerranée Cluster.

The cluster forms a network of 350 members: Half of these are smaller

companies and the other half are larger stakeholders: larger companies,

universities, research centers and public stakeholders.

In order to help innovations and projects emerge, Pôle Mer Bretagne

Atlantique helps establishing consortiums. The cluster give the projects a

certain certification in order to obtain governmental funding through the

“Fonds Unique Interministériel (FUI)”. Pôle de Mer Bretagne Atlantique

supports their members in initiating and financing innovative projects.

Key

stakeholders

& Nature of

collaboration

Key activities

& location

POSITIONING

Interviewed: Yes



Park: Yes

Name: Philippe Monbet

Title: Responsible of European programs


Phone: +33 (0) 2 98 05 63 17

Website: http://www.pole-mer-bretagne-

atlantique.com/en/

CONTACT DETAILS

Underwater Tech




http://www.pole-mer-bretagne-atlantique.com/en/












Pôle Mer Bretagne is led by a Executive Board (26 members from the entities involved in the

cluster) and a team of six employees in charge of the administrational and operative activities.

The cluster works closely with Pôle Mer Méditerranée and the two Pôle Mer share an interregional

Board, made up of employees from both clusters. The interregional Board is responsible for

developing and coordinating projects between the two clusters.

Pôle Mer Bretagne Atlantique also comprises a coordinating and engineering team: 30 members

with representatives mainly from the larger cluster companies (Veolia, Thales etc.). The

representatives have an academic expertise in order to support projects initiated by the cluster.

The cluster is financed by the Government and by regional institutions. Over the last couple of

years, the governmental funding has progressively been supplanted by regional funding.

Therefore, a strong dependence on regional support. The members pay a yearly fee.

Despite a strong regional anchoring in Brittany, Pôle Mer Bretagne Atlantique is committed to

nationwide and international collaboration. They are already collaborating with clusters in the UK

and in Spain. Pôle Mer Bretagne Atlantique has already had an “incubator type” collaboration with

the University of Gothenburg.

Local support

&

International

programs

Organizational

structure

A COMPETITVE CLUSTER WITH STRONG REGIONAL ANCHORING AND MAIN AIM TO SUPPORT INNOVATIVE R&D PROJECTS

Underwater Tech


”We have a strong regional anchoring in Brittany. However, we

are committed to nationwide and international collaborations.

Although, the idea is that R&D-projects that take place on our

territory in Brittany”

Mr. Philippe Monbet – Responsible of European programs

MAIN GOAL : INITIATE INNOVATIVE PROJECTS “ STRONG FOCUS ON REGIONAL TERRITORY “

IN CLOSE COLLABORATION WITH TWIN CLUSTER “


Pôle Mer Bretagne Atlantique highlights their regional anchoring in

Brittany as a competitive edge with a strong regional expertise within

the maritime industry.

A coordinating and engineering team helps to create an internal

expertise to support the R&D projects – helpful in the process of

creating successful developments.

”We govern our two ”pôles”: Pôle Mer Bretagne Atlantique and

Pôle Mer Méditerannée together and we set a road map with

common objectives in order to move forward together.”


”As a competitive cluster, our main goal is to enhance our

companies’ innovative capacity. By enabling financial aid

through a cluster labelling of projects (initiated by the

consortiums) we help our members securing prominent

positions in France as well as abroad.”






Underwater Tech


POLAND – POLISH MARITIME CLUSTER 1(2)


IMPORTANT PLAYER WITH A LOT OF ACTIVITIES BOTH ON A REGIONAL AND A GLOBAL LEVEL


POSITIONING

Driven by innovation

Strong international networking

Main integrator in Poland

between maritime sector

companies and R&D

Based in Gdynia, the Polish Maritime Cluster focuses on transferring

knowledge and organizing business, science and administration

collaboration on a global and regional scale.

The cluster acts locally but the impact it creates has an international-wide

character (member of ENMC & UN Global Compact; partner of European

Cluster Collaboration Platform).

28 entities are involved (12 large, 8 SME, 3 micro companies and 3

universities, amongst these: Gdynia Maritime University as well as

business environment institutions such as Pomeranian SEZ.

The members cooperate through regional and transnational programs,

conferences, foreign delegations, international platforms and matchmaking

events with other clusters in Europe and worldwide.

The cluster acts as an independent association where the Board has been

appointed in a General Meeting of all members.

The Board is the coordinator of the Cluster and makes the decisions.

New members are recommended by at least two existing members.

The cluster is financed through membership fees.

The cluster is dependent on support from the local municipality in a small

range (financial support to carry out the office of 4 500 Euro per month).

Public institutions collaborate in the organization and promotion of events;

universities collaborate in education and R&D activities.

The level of internationalization of the cluster is very high. It participates in

many EU related projects and other international programs and activities.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Prof. Marek Grzybowski

Title: President of the Board


Phone: +48 505 050 179

Website: http://klastermorski.com.pl/

CONTACT DETAILS

Underwater Tech


http://klastermorski.com.pl/

http://klastermorski.com.pl/


BIG POTENTIAL FOR INTERNATIONAL COOPERATION

”Thanks to our activity in ENMC, the Polish maritime economy

has reached the level of all leading maritime clusters operating

in the European Union and the Baltic Sea Region. Tentacle,

Bothnian Green Logistic Corridor, MarChain, Star-Dust,

TransBaltic are just a few examples of international programs

where our cluster actively participates and supports with

innovative technology”

Mr. Marek Grzybowski – President

DEVELOPMENT OF THE POLISH MARITIME IS THE MAIN

GOAL “ STRONG FOCUS ON INTERNATIONAL COOPERATION “

POSSIBLE COOPERATION WITHIN UNDERWATER

TECHNOLOGY AND INNOVATION “


Key competitive points of the cluster is its global reach and that the

majority of members are driven by innovative technology

The cluster is the main integrator in Poland between maritime sector

companies and R&D institutions which makes the cluster very

successful

Participation in many international programs has helped the cluster

in reaching scale and international outreach

Cross-border cooperation in underwater technologies is possible and

promising

”Responsible for underwater technologies in the Cluster is

Maritime Technology Center (CTM). Many member companies

such as PARTNER-SHIP, HYDROMEGA and Group ASE are

involved in various innovative solutions. There is a great

potential for business cooperation. These companies are

designed to be efficient entities and might be interested in a joint

project”


”We need to make use of the sea location of Poland and the

fact that about 12 thousand businesses, several universities and

research institutes operate in the Polish maritime economy. This

is the reason why the cluster members have established a

Marine Think Tank, to identify trends in the global maritime

economy and set up directions for Poland in this field.”




Underwater Tech

POLAND – POLISH MARITIME CLUSTER 2(2)



UK – SUBSEA UK 1(2)


SUBSEA UK IS THE INDUSTRY BODY AND FOCAL POINT FOR THE ENTIRE BRITISH SUBSEA INDUSTRY


POSITIONING

Established by the industry and acts

on behalf of the industry

Academic interests

Self sustaining

Based in Aberdeen, Subsea UK is the industry body and focal point for the

entire British subsea industry. It was established by the industry and acts

on behalf of the industry

Subsea UK aims to increase business opportunities at home and abroad

and acts for the whole supply chain bringing together operators,

contractors, suppliers and people in the industry

Approximately 290 member companies including 8 universities, 5 research

and innovation centers and several public entities including the

Aberdeenshire Council

Members cooperate in a number of ways including, knowledge sharing,

events, seminars, joint initiatives and projects etc.

New members join by applying for one out of five different types of

memberships. A sub-committee of the Board will review the application

and shall decide on the admission or rejection of the application

No governmental financing, completely owned and governed by its

members. The Board consists of industry representatives

Public entities do engage in the projects and initiatives of the organization

but Subsea UK does not depend on their participation

Subsea UK sponsor 5 MSc students around the country at various

universities and also their technology arm NSRI has links into academia

They work globally and closely with DIT (Department of International

Trade) and SDI (Scottish Development International). They organize

events in Australia, Malaysia, Singapore, Indonesia and are currently

looking at the Middle East. Subsea UK is always willing to cooperate if the

partnership is beneficial to both parties

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Trish Banks

Title: Operations Manager


Phone: +44 845 505 3535

Website: http://www.subseauk.com/

CONTACT DETAILS

Underwater Tech


http://www.subseauk.com/

http://www.subseauk.com/


ALWAYS WILLING TO COOPERATE IF THE PARTNERSHIP IS BENEFICIAL TO BOTH PARTIES

”We organize events in Australia, Malaysia, Singapore,

Indonesia and are currently looking at the Middle East. We are

always willing to cooperate if the partnership is beneficial to both

parties”

Trish Banks – Operations Manager

STRONG FOCUS ON INTERNATIONAL COOPERATION “

SELF SUSTAINING, NO GOVERNMENT FINANCING “


Subsea UK is a self sustaining organization with a wide range of

members

They have a strong international presence with events all over the

world

They are always up for cooperation if the partnership is beneficial for

both parties

”Subsea UK is totally self sustaining – owned and governed by

its members”

Trish Banks – Operations Manager


UK – SUBSEA UK 2(2)


Underwater Tech


Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location


ESTONIA - ESTONIAN MARITIME ACADEMY OF TALLINN

UNIVERSITY OF TECHNOLOGY (EMARA TUT) 1(2)


ESTONIAN MARITIME ACADEMY IS OPEN FOR COLLABORATION DIALOGUE IN CASE OF COMMON TOPICS

Underwater Tech Marine informatics Stamping IoT IT Security

POSITIONING

Estonian Maritime Academy of

Tallinn University of Technology is

the only educational institution

offering maritime professional higher

education in Estonia.

SCCC develops professional know-

how in Estonian small craft

engineering, offering research and

development

Based in Tallinn, the cluster focuses om port and shipping management,

waterway safety management, ship engineering, refrigeration technology

and fishing

Their Small Craft Competence Centre (SCCC) develops professional

know-how in small craft engineering, offering R&D services in the design

and model testing, material technologies and test production of marine

electronic systems with a heavy focus on sustainability and environment

Estonian Maritime Academy is a part of Tallinn University of Technology

Collaborates within TUT faculties and departments regarding R&D. Co-

operation with maritime cluster companies, associations and public

associations. Partnerships with universities around the Baltic Sea region

SCCC offers R&D services to companies (windfarms, offshore, small craft

building)

They conform to the laws and regulations of the Tallinn University of

Technology. All of their projects have to be approved by the university.

Legal representative regarding R&D projects is the vice-rector for research

in TUT

Mainly funded by the state. The R&D projects are funded by the regional

programs. Some funding comes from conducted studies and surveys

Cooperation with regional programs have been on a level of participating

as an associate partners in projects.

EMARA TUT is a member of several international organizations like

BIMCO, IAMU, The Hydrographic Society UK and IASST. They have

actively taken part in conferences and also written articles and had oral

presentations in these organizations.

Interviewed: Yes

Decision-maker or executive: no


Park: Yes

Name: Ms. Kadi Kasepõld

Title: Research Specialist


Phone: +372 5562 1551

Website: https://www.ttu.ee/

CONTACT DETAILS


https://www.ttu.ee/


ESTONIAN MARITIME ACADEMY IS OPEN FOR COLLABORATION DIALOGUE IN CASE OF COMMON TOPICS

”Yes I know what the Blue Science Park in Sweden is. We just visited

a conference there not long time ago. The place is interesting and

cooperation with can be considered if the topics match”

Ms. Kadi Kasepõld - Research Specialist

LARGE INTERNATIONAL OUTREACH “ AWARE OF THE BLUE SCIENCE PARK IN SWEDEN “

COOPERATE WITH LOCAL MANUFACTURERS “


Estonian Maritime Academy is a school of higher education that was

merged with the Tallinn University of Technology in 2014. This

partnership between a technology university and maritime school of

higher education has created an unique platform and environment

for the future R&D in the fields of marine technology in Estonia

Ms. Kadi Kasepõld is looking forward to a dialogue in the future with

the Blue Science Park to map out the potential collaboration leads

with the Tallinn University of Technology or with the Estonian

Maritime Academy’s Small Craft Competency Centre

”Our Small Craft Competency Centre is a place for local companies to

test and try their ship or offshore models in a large indoor pool. We

also conduct material strength experiments there”


”We cooperate mostly with universities in the fields of maritime affairs

and national authorities from all around the Baltic Seal Like Poland or

Finland. We are members of several international organisations such

as BIMCO, IAMU, The Hydrographic Society UK and IASST. Our Staff

takes actively part in conferences of these organisations, gives oral

presentations or also writes articles”




ESTONIA - ESTONIAN MARITIME ACADEMY OF TALLINN

UNIVERSITY OF TECHNOLOGY (EMARA TUT) 2(2)



CROATIA - AIK: MARC 1(2)


MARC IS A NATIONWIDE SHIPBUILDING CLUSTER WITH STRONG GOVERNMENTAL SUPPORT


POSITIONING

A non-profit public-private

organization operating in a strategic

sector of the national economy.

Founded under the auspice of the

Croatian Government in 2013:

Strong tradition

Transnational Cooperation

Region driven

Supports projects and development of technologies that are related to ship

construction, repair and transport. The members suggest a project, which

the cluster discusses and helps out with

Based in Zagreb, they have a national scope covering the entire Croatian

coast as well as inland entities in Zagreb

29 members: 15 in the private sector , 5 in the public sector (municipalities

of Šibenik and Rijeka, county of Split, Šibenik and Zadar), 3 professional

associations, 6 research centers including Split faculty of maritime studies,

Rijeka faculty of engineering and Zagreb faculty of mechanical engineering

Cooperates in themed meetings, workshops and through concrete projects

Functions as an independent agency of the Croatian government. 9 people

sit in the steering committee: President, Vice president, 3 private reps, 2

public reps,1 professional association rep and 1 research representative

Any relevant entity can become a member. The cluster facilitates the

entities’ say in sectoral strategies, plans and decision-making

The cluster is heavily depended on governmental funding, which halts any

possibilities of establishing membership fees

Expresses a high interest in internationalization opportunities. Has

established cooperation with European cluster (Italian DITENAVE and

French PoleMER) and signed an agreement with Italian mareFVG

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Tomislav Uroda

Title: President


Phone: +385 91 124 0023

Website: http://www.marc.hr/

CONTACT DETAILS

6 of these are shipyards, 3 are shipbuilding technology suppliers. The rest are active in the field of transportation, plant installation, computer systems or in the oil transportation industry


http://www.marc.hr/

http://www.marc.hr/


MARC IS OPEN FOR A POTENTIAL COLLABORATION WITH BLUE SCIENCE PARK

”We cooperate with international entities just as we do with

domestic ones. As long as the laws are similar, nationality is

definitely not a hesitating factor”

Ms. Ana Kraljev – Coordinator of AIK Clusters

POTENTIAL CHANGE IN ORGANIZATIONAL STRUCTURE “ STRONG FOCUS ON INTERNATIONAL COOPERATION “

WIDE MEMBERSHIP BASE “


Scale is important: The cluster has a wide membership base which

allows knowledge and experience exchange from all relevant parts of

the sector.

Strong focus on internationalization: For MarC, borders are not a

hesitating factor which encourages active, transnational collaborations.

Offering a meaningful membership: A membership in MarC gives a lot

of benefits since it facilitates governmental funding as well as a say in

important sectorial decision making.

”The membership attracts all kinds of entities in the sector since

the benefits include participation and a say in decision-sectoral

strategy- and plan-making. It facilitates the establishment of new

business connections and makes it possible to submit projects

of national interest and thereby also the entities’ possibilities of

receiving governmental funding”

Mr. Tomislav Uroda – President

”Since the cluster is growing, we have now reached a

breakpoint as an organization where more people need to be

hired in order to facilitate the projects. Therefore, some

organizational changes might happen”

Mr. Tomislav Uroda – President



Underwater Tech

CROATIA - AIK: MARC 2(2)



DENMARK – OFFSHOREENERGY.DK 1(2)


THE NETWORK IS HIGHLY DEPENDENT ON REGIONAL SUPPORT AND FOCUSES ON COOPERATING WITH SPECIFIC COUNTRIES


POSITIONING

Strong local support and funding

Knowledge and experience

exchange

Innovation-driven

Industry-driven

Collaborate through regional and

international projects

Combination of oil/gas and wind

Based in Esbjerg, the cluster and innovation network’s main goal is to ensure and

enhance innovative solutions for challenges in the Danish offshore industry

Wants to initiate platforms of collaboration for stakeholders to strengthen the sector

and thus help their members to increase their competitiveness in the international

offshore industry

Covers the entire nation

Has approximately 230 members including companies, research institutions and

universities. Other partners are associations and agencies such as Danish Energy

Agency and Ministry of Foreign Affairs

Cooperate through activities i.e. education, conferences, events. The focus is on

initiating different networks and participate in long- and short-term projects

Continuous partner communication through newsletters, website, yearbook etc.

The network is governed as a fund with a Board. The Board consists of mainly

industry representatives, but also university and official representatives

Memberships are granted to companies with offshore related operations

Financed through membership fees, funds from the Region of Southern Denmark,

Danish Agency for science, Technology and Innovation, and development projects

Very dependent on regional support – represents approx. 60% of their funding

The cluster also receives funding for networking initiatives and projects from i.e.

North Sea Region Programme, Innovationsfonden, Danish Energy Agency and EU

Cooperates with specific countries: UK, Germany, USA, Taiwan, Brazil, Benelux

and Norway

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes


Openness to cooperation with Blue

Science Park: Maybe

Name: Glenda Napier

Title: CEO


Phone: (+45) 42 14 91 74

Website: http://www.offshoreenergy.dk/

CONTACT DETAILS

Underwater Tech


http://www.offshoreenergy.dk/

http://www.offshoreenergy.dk/


THE OFFSHORE FOCUS AND ABILITY TO ATTRACT PUBLIC FUNDING MAKES THE NETWORK UNIQUE

”What makes us unique is that we focus on offshore and

combine both oil/gas and wind. We are very industry-driven”

Ms. Glenda Napier – CEO

DEPENDENT ON PUBLIC FUNDING “ UNIQUENESS BY COMBINING OIL/GAS AND WIND “

COOPERATION WITH SPECIFIC COUNTRIES “


Danish Subsea Network is not active at the moment, and there are

no current plans to take it up again

The cluster receives strong support and funding from region and

governmental programs to perform their projects and initiatives

Unique focus on the offshore industry makes them successful

Significantly industry-driven cluster with more than 230 members

Great at attracting funding from different regions and programs

”We are cooperating with the UK, Germany, Taiwan, Brazil,

Benelux and Norway. We try to focus on these countries, but

could be open for other partnerships if it looks interesting”


”We are very dependent on public funding. Approximately 60%

of our funding is from public contributions”



Underwater Tech

DENMARK – OFFSHOREENERGY.DK 2(2)




LITHUANIA – BALTIC VALLEY 1(2)


BALTIC VALLEY FACILITATES PARTICIPATION IN EU RELATED PROJECTS


POSITIONING

Research-oriented

Focused on infrastructure

Lobbying outfit

Academic profile

Based in Klaipėda, the Baltic Valley was created to facilitate EU projects.

Valley is focusing on activities supporting scientific research infrastructure

as well as Blue Economy.

Baltic Valley is also contributing to the development of educational

programs and infrastructure.

15 entities are members of the valley. Klaipėda University is representing

academia and is the main public stakeholder. Other main stakeholders

represent private companies, academia and research institutions.

Main stakeholder are cooperating on a project basis with the guidance and

coordination from the valley administration.

Baltic Valley operates as an association. The main governing body is a

general meeting, which makes strategic decisions. In the general meeting

the management Board, president and manager are elected.

Central decisions are made in the general meeting whereas other

decisions are decided upon in the Board.

International projects’ administration fees finance the cluster.

Regional support is not tangible.

Public entities are the core entities in the valley. These are managing and

running the valley.

International cooperation is vital for the Valley. It was founded in order to

facilitate participation in international programs and EU related projects.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Dr. Nerijus Blažauskas

Title: Manager


Phone: +370 46 398838

Website: http://balticvalley.lt/en/

CONTACT DETAILS

Underwater Tech


http://balticvalley.lt/en/

http://balticvalley.lt/en/


FOCUS ON HIGH GROWTH POTENTIAL AREAS

”International projects are our main focus. We were

recommended by EU representatives to establish this type of

institution in order to facilitate international projects”

Dr. Nerijus Blažauskas – Manager

PRIVATE INTEREST BECOMING MORE IMPORTANT “ STRONG FOCUS ON INTERNATIONAL COOPERATION “

FACE OF LITUANIAN MARITIME SECTOR “


Being unique: The Valley is the only association of its kind in

Lithuania.

Having a clear set of strategic goals and vision facilitates the

association’s abilities to follow them.

Focusing on areas with a high growth potential is important.

It is important to put a great deal of effort into the infrastructure.

Having a functional infrastructure is essential when working in

areas that are of high growth potential.

”The Baltic Valley aspires to become the international face of

the Lithuanian maritime sector. We are better recognized

internationally than locally”


”Our strategic vision is to transform from an association and

more into the structure of a cluster in order to increase

competitiveness and agility”




Underwater Tech

LITHUANIA – BALTIC VALLEY 2(2)



GERMANY – HOCHSCHULE BREMERHAVEN -

FORSCHUNGSCLUSTER ENERGIE- UND MEERESTECHNIK


THE CLUSTER IS MADE UP OF INSTITUTES WITHIN THE UNIVERSITY AND COLLABORATES WITH EXTERNAL INSTITUTES AND UNIVERSITIES


POSITIONING

Academically driven

Technical competence

Hands-on research

Regional outlook

Community-driven

Based in Bremerhaven, this technical university with energy, underwater-

and maritime technologies as one of four key focus areas

Main goal is to educate students and to thereby contribute to the regional

development

The university is made up of ‘institutes’

At the head of each institute there are university professors

There are no memberships

The university collaborates internally as well as with

AWI Institute for Polar & Marine Research mainly through

conferences and close ties between staff

University of Bremen through exchange of students and teachers

Local companies through project-based work

Research projects are funded respectively e.g. by the federal state,

Germany, EU, companies and the German Research Foundation DFG

Cluster engages in exchange of knowledge in Germany and also abroad

Student exchange with Sweden has taken place

Interviewed: Yes



Park: Yes

Name: Prof. Dr. Peter Ritzenhoff

Title: Vice-chancellor


Phone: +49 471 4823-100

Website: https://www.hs-

bremerhaven.de/start/

CONTACT DETAILS

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Underwater Tech




https://www.hs-bremerhaven.de/start/





THE CLUSTERS’ STRENGTH IS THE CLOSE COLLABORATION OF INTERNAL AND EXTERNAL INSTITUTES

INSTITUTES ARE FOUNDED IN THE CLUSTER “

GOOD COOPERATION BETWEEN UNIVERSITY AND

RESEARCH INSTITUTE “


Being independent: The university is not dependant on large

companies due to financial aid from the university as well as funding

gained from diverse projects

The university possesses R&D expertise in certain areas that are of

importance to the region, but is not an “international frontrunner”

”We work closely together with the Alfred Wegner Institute

which works on a more abstract, research level while our

university adds the hands-on technical knowledge.”

Prof. Dr. Peter Ritzenhoff – Vice-chancellor

“Although the focus is not exclusively on underwater

technology (but also on energy and maritime technologies),

the building of an underwater robot/submarine in the past still

triggers underwater technology projects today”

Prof. Dr. Peter Ritzenhoff – Vice-chancellor


GERMANY – HOCHSCHULE BREMERHAVEN -

FORSCHUNGSCLUSTER ENERGIE- UND MEERESTECHNIK

2(2)

Some institutes within the university become established units

outside the cluster afterwards. An example is the Institute for

marine resources (www.imare.de), which focusses on marine

sensory technology and aquaculture. It now receives EU

funding and has 80 employees. It originated form the

Bremerhaven University and still has close links to the

University and also the AWI institute.

UNDERWATER, MARITIME AND ENERGY TECHNOLOGY


“

Underwater Tech

http://www.imare.de/


NO PRIORITY



Despite multiple attempts to reach the managers of Danish subsea network

we have not been able to conduct an interview

Business Sweden will during the following weeks do additionally attempts

to reach the cluster

Denmark

Danish subsea

network

Underwater Tech

MARINE INFORMATICS



MARINE INFORMATICS – SELECTED AND RECOMMENDED

CLUSTERS TO APPROACH

Eleven clusters were selected for the interview process

One cluster, Irish IMERC, refused to provide Business Sweden with

information about its operations.



Finnish Marine Industries, Italian MareFVG Technology Cluster,

Danish Maritime Development Center and Maritime UK.

Polish Gdynia Maritime University and French Cluster Maritime Français

are disqualified in this stage, since Gdynia is a purely academic institution

and the French cluster claims that it is not relevant for a cooperation with

Blue Science Park.

German Maritimes Cluster, Italian Federazione del Sistema Marittimo

Italiano, Norwegian Blue Maritime Cluster and Dutch Nederland Maritime

Land have potential, but they currently do not do cross-border cooperation

or they only cooperate internationally if there is a common project base.

All interviewed clusters but the French Cluster Maritime Français have

expressed an interest in a potential cooperation with Region Blekinge

COMMENTS

QUALIFIED

LEVEL 1

High Potential

LOW POTENTIAL

Based on the

interviews

QUALIFIED

LEVEL 2

Medium Potential

DECLINED TO

RESPOND


IRELAND

FRANCE

UK



POTENTIAL


CLUSTER NAME

FINLAND Finnish Marine Industries

DENMARK Maritime Development Center

ITALY Federazione del Sistema Marittimo Italiano

GERMANY

NETHERLANDS

Maritimes Cluster

ITALY MareFVG Technology Cluster


POLAND

Cluster Maritime Français

NORWAY Blue maritime cluster


Gdynia Maritime University Maritime UK

Nederland maritime land

IMERC

COUNTRY

10 APRIL 2017 BUSINESS SWEDEN 42

MEMBERSHIP FEES’ FUNDING PREVAILS WITH DIRECT

OR INDIRECT INJECTIONS FROM THE PUBLIC PARTNERS


DEVELOPED CLUSTERS HAVE FULLY ELIMINATED GOVERNMENTAL FUNDING AND ARE RUN ON MEMBERSHIP FEES

Membership fees form the financial base, while other sources are heavily explored, such as: regional

funding, consulting fees, EU projects as well as funds from other collaboration partners on the public

side (e.g. Italian MAREFVG Technology Cluster)

Overall membership fees funding model to a bigger or lesser extent is common in this area

Receives no direct funds from the public authorities or agencies (e.g. The Maritime Development Center

of Denmark), however, members can be reimbursed by the governmental entities for specific projects

No public funding and therefore no dependence on governmental aid, which gives impartiality in the

lobbying activities (e.g. Cluster Maritime Français – France)

Operations of the cluster are financed by 50% by the Government (Norway – Blue Maritime Cluster) or

regions (Germany – Maritime Cluster) and the remaining 50% by the membership fees

Finnish Maritime Industries applies membership fees, however its operational activities are run by

Technology Industries of Finland, i.e. dual financing scheme is indirectly applied

Clusters with a national scale and long tradition are self-sufficient and fully financed with

membership fees (e.g. Maritime UK, Nederland Maritiem Land)

Except for academic entities such as Gdynia Maritime University, where membership fees are applied in

all the clusters

FU

ND

ING

MO

DE

LS

Mix of diverse sources

Indirect public funding

Dual public-private funding

Membership fees


ANALYZED CLUSTERS ARE ORGANIZED THROUGH

SEVERAL MODELS


CONVENTIONAL GOVERNANCE MODEL CONSISTING OF BOARD AND EXECUTIVE TEAM IS COMMON

RUN BY

EXTERNAL

COMPANY 3

Run by the independent company as a subcontracted project in line with the strategy and goals set by the

steering committee

Steering committee is represented by companies, government, regions and universities. It consists of key

people from the area in the country

Example: Blue Maritime Cluster of Norway

ORGANIZED

AS PROJECT 2

Operates as an independent entity, however under the umbrella of the Government funded agency

Employees of the public agency run the cluster as a project and are employed by the agency

The most vivid example is Finnish Marine Industries, which operates under Finnish Technology Industries

BOARD &

EXECUTIVE

TEAM 1

Most common form of corporate governance amongst the analyzed clusters is a Board which consists of

representatives from the private, academic and public sector authorities

Executive team is recruited by the Board to implement strategic decisions and run daily operations of the

clusters (e.g. of countries: Denmark, France, Germany, Italy, etc.)

UNIVERSITY

MANAGED 4

Not common for this area, however clusters built on the infrastructure of the university are governed by the

university principles and rules

University is subordinated to one of the profile Ministries, which has an influence on the strategy of the

cluster

Example: Gdynia Maritime University, which is under subordination of the Ministry of Maritime Economy

ORGANIZATIONAL STRUCTURE MODELS

KEY FEATURES OF INTERNAL COLLABORATION MEMBER-CENTRIC OPERATIONS WITH ABILITY TO

INFLUENCE GOVERNMENT


INTERNAL COLLABORATION IS STRUCTURED THROUGH

SYNERGY GROUPS OR ACROSS DEFINED SEGMENTS


Activities of the clusters are grouped based on pre-defined

subsectors or segments (e.g. shipbuilding, offshore) and key

stakeholders are engaged according to the segmentation

Those are primarily clusters with strong domestic anchoring such as:

Nederland Maritiem Land, Maritime Cluster Germany

Cluster initiates synergy groups within the member entities in the

organization (within different fields of expertise) and works on

specific initiatives to drive innovations and business opportunities

(Cluster Maritime Francais)

In some cases Cluster initiatives sub-clusters, based on synergies

(e.g. Danish Maritime Development Center initiated Danish Maritime

Cluster and North Atlantic Maritime Cluster)

SE

GM

EN

TS

G

RO

UP

S

PR

OJE

CT

S

Members cooperate in the framework of the projects in the R&D

related activities

Projects are usually initiated by the universities and/or R&D intense

private companies

Norwegian Blue Maritime Clusters runs both national and

international cooperation exceptionally through projects

CLEAR MEMBER-CENTRIC STRUCTURE OF COOPERATION WITH AN ABILITY TO INFLUENCE PUBLIC PARTNERS IS A COMMON PATTERN FOR THE DEVELOPED CLUSTERS

”We work closely with the Finnish government and advice them with

research, information and more. We also promote the application of

EU shipbuilding policies in Finland”

Mr. Michiel Spitzer – Senior Communication Advisor

Nederland Maritiem Land “ ”We work closely together with the government. We don’t only give

advice on what can be done to enhance the possibilities in the industry

but also on what measures needs to be taken to keep the industry

viable in the Netherlands”

Ms. Elina Vähäheikkilä – Project Manager

Finnish Marine Industries “

Ms. Marie-Noëlle Tine- Vice President of the CMF team

Cluster Maritime Français “ ”We keep good relations with our members and we have created an

organization and an environment, where our members can have their

voices heard. Several projects and collaborations are initiated upon

request from our members.”


CLUSTERS COOPERATE INTERNATIONALLY THROUGH

PROGRAMS OR ESTABLISHED NETWORKS


ESSENTIAL FOR REGION BLEKINGE TO BE A PART OF PAN-EUROPEAN NETWORKS OR PROJECTS

ASSOCIATIONS

TRANSNATIONAL

NETWORKS

SPECIFIC PROJECTS

INTERNATONAL PROJECTS

Some clusters are members of SEA Europe (the European Ships and Maritime

Equipment Association) and facilitate cooperation with European counterparts

through SEA Europe (e.g. Finnish Maritime Industries)

Collaboration with other European maritime clusters is facilitated through the

European Network of Maritime Clusters (e.g. Cluster Maritime Français)

Nederland Maritiem Land has also claimed that in terms of international

collaborations, it relies primarily on European Network of Maritime Clusters

Cooperation through specific projects strategically prioritized by the cluster (e.g.

Germany Maritime Cluster – LNG project development)

Or regional international projects developed on the National level and with

onBoarding of relevant international partners (e.g. Blue Maritime Cluster Norway –

Norwegian Energy Partners, Maritime Forum Nordvest, etc.)

Selected clusters run international cooperation in the framework of Horizon 2020,

Baltic Sea Regional Program, European Regional Development Fund (e.g. The

Maritime Development Center – Denmark)

INT

EN

AT

ION

AL

CO

LL

AB

OR

AT

ION



WHAT REGION

BLEKINGE COULD

LEARN AND APPLY

Develop deep and comprehensive internationalization

strategy covering positioning, offer, etc.

Develop solid domestic interaction with key stakeholders

(private, public and academia) driving the development of

maritime issues in Sweden - it will render additional

competitive edge in communication with the selected

European clusters

Review and/or embark on memberships in the major

European maritime networks/associations or programs –

it will enhance credibility among potential partner clusters

Keep clear segmentation /focus of the offer and member

entities in that

Review and package programs/projects which are viable

for transnational cooperation and the ones which could

be discussed with the selected potential partner clusters

Approach and facilitate communication with highly and

medium-ranked clusters including:

High: The Maritime Development Center (Denmark),

Finnish Marine Industries, Italian MAREFVG Tech

Cluster, Maritime UK

Medium: German Maritimes Cluster, Italian Maritime

Cluster , Norwegian Blue Maritime Cluster , Nederland

Maritiem Land

Heavily linked nationally with all the key stakeholders on

the public and private side engaged into the area

Project –driven domestic and transnational collaboration;

development of the projects with international profile to

create impact for the member companies

Multichannel platform to facilitate interaction of the

members: concrete projects, seminars, lectures with key-

note speakers from abroad

Implemented concept of synergy groups to initiate

innovations and business development

Part of the major international networks and associations

(e.g. SEA Europe)

Joint R&D activities in the international projects and

funded by specific programs or entities (e.g. Horizon

2020, Baltic Sea Regional Program, European Regional

Development Fund)

Mixed funding with strong membership fee component

levels up operational and political profile

Member-centric decision-making allows flexibility and

relevance for the projects

Independent executive team steered by the Board

(elected by all the members) is common and regarded as

an efficient approach to cluster management


STRONG LOCAL ANCHORING AND PROJECT-BASED APPROACH TO COOPERATION ARE IMPORTANT IN FACILITATING COOPERATION WITH THE DEVELOPED EUROPEAN CLUSTERS



FINLAND – FINNISH MARINE INDUSTRIES 1(2)

VALUES COOPERATION, NETWORKING AND EXCHAGING KNOWLEDGE

Underwater Tech Stamping IoT IT Security

Networking and lobbying

Exporting

Cooperation nationally and internationally

Umbrella cluster to the Technology

Industries of Finland

Exchange of expertise and experience

Research and information

Based in Helsinki, the cluster promotes networking in Finland, coordinates

Finnish research and product development and advocates EU shipbuilding

policies

Size of cluster: 900 companies, 30 000 employees, 8 billion EUR turnover,

exports more than 90%

82 companies are members, collaboration with Aalto University, a member

of SEA Europe (the European Ships and Maritime Equipment Association)

and branch association to the Federation of Finnish Technology Industries

Tracks and influences research activities both nationally and internationally

together with stakeholders of the maritime cluster

Operates independently, while taking into account the Technology

Industries of Finland’s goals

Employee of the Federation of Finnish Technology Industries

New members apply for membership through the cluster’s webpage

The cluster is financed through membership fees

Works closely with other clusters both nationally and internationally in

Europe

Member of SEA Europe (the European Ships and Maritime Equipment

Association)

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Ms. Elina Vähäheikkilä

Title: Ministry of Employment and the

economy–projects, markets, international

R&D, project manager

Email: elina.vähäheikkilä@techind.fi

Phone: +358 40 572 1388

Website:

http://meriteollisuus.teknologiateollisuus.fi/

Marine informatics

POSITIONING

CONTACT DETAILS

BUSINESS SWEDEN INTERVIEWS

mailto:elina.vähäheikkilä@techind.fi




EMPHASIS ON INTERNATIONAL COOPERATION

”We work on an international level and are part of the SEA

Europe Group in the EU where we cooperate with many other

clusters. We are open and willing to work with similar clusters

internationally”


GOVERNMENT COOPERATION “ STRONG FOCUS ON INTERNATIONAL COOPERATION “

EMPHASIS ON EXCHANGING KNOWLEDGE “


The cluster is open to cooperate with similar clusters both nationally

and internationally

Has an experience of international collaborations

Is a member in similar clusters itself and can therefore provide with

additional important networking opportunities.

A wide scope gives the cluster an effective and competitive edge

”Our members values the networking opportunities we provide

them with. We value the exchange of experience and expertise

and can therefore contribute to research and development on a

national as well as on an international level”


”We work closely with the Finnish government and advice them

with research, information and more. We also promote the

application of EU shipbuilding policies in Finland”


Marine informatics


FINLAND – FINNISH MARINE INDUSTRIES 2(2)




ITALY – MAREFVG TECHNOLOGY CLUSTER 1(2)

MAREFVG IS A PLATFORM FOR TECHNOLOGICAL AND ECONOMIC COLLABORATION DRIVING REGIONAL MARITIME GROWTH

A regional technology and economy

cluster focusing on supporting

research and businesses by

providing a platform for collaboration

and support in the development of

maritime technologies

Based in Monfalcone, the cluster aims to promote and grow the technical

and economic competitiveness of maritime technologies in the region by:

(1) Supporting entrepreneurial activities, (2) Providing a platform for

research, discussion and grow human capital and (3) Bringing regional

technologies to national and international players.

The MareFVG follows the principle of the triple helix

Consists of universities and research centers: University of Trieste,

University of Udine, Area Science Park, SISSA and OGS. The

management body Friuli Innovazione. Involves also 11 businesses and two

public bodies.

MareFVG is financed through membership fees, consulting fees and

contributions from public entities.

Strategic decisions are made by the executive Board, in close

collaboration with the cluster’s partners.

New members are found through technical events, workshops and publicity

events.

MareFVG is funded in part by the region of Giulia Friuli Venezia and the

European Union and has multiple regional and international collaborations.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

Key activities

& location

Interviewed: Yes

Decision-maker or executive: No


Park: Yes

Name: Carlo Kraskovic

Title: Researcher


Website: http://www.marefvg.it/en

Underwater Tech Stamping IoT IT Security Marine informatics

POSITIONING

CONTACT DETAILS



http://www.marefvg.it/en

http://www.marefvg.it/en


BE A PLATFORM FOR COLLABORATION AND PROVIDE ACTIVE RESEARCH AND BUSINESS SUPPORT

”Our activities stimulate collaboration. It can be a regional

project, technical workshop, through our training activities or

promoting information exchanges. Our goal is to cross-fertilize

competencies in the region”

Mr. Kraskovic – Researcher

FILTERS MARITIME IDEAS FOR REGIONAL FUNDING “ COLLABORATION FOCUSED CLUSTER “

PROGRAMS OF MATCHING WITH SIMILAR CLUSTERS “ Combines institutional activities with services supporting the

execution of projects and networking events

Involve all stakeholder groups operating in the maritime sector to

support your projects from the research phase to business formation

Represent your cluster on regional, national and international levels

”We do international collaborations and work with EU projects.

We would be open for discussing future collaboration

opportunities with Swedish maritime clusters”


”We function as a filter to the region of FGV. We get many

applications and can ensure that the best ideas are presented to

the region for funding”


Underwater Tech Stamping IoT IT Security Marine informatics


ITALY – MAREFVG TECHNOLOGY CLUSTER 2(2)




DENMARK – THE MARITIME DEVELOPMENT CENTER 1(2)

THE MARITIME DEVELOPMENT CENTER WANTS TO ENSURE DENMARK TO BE THE MOST INNOVATIVE NATION IN THE MARITIME INDUSTRY


POSITIONING

A national cluster organization

focusing on sea transportation

Network focused

Catalyst, facilitator and motivator

Merging knowledge and experience

through interactions

Proactive in international forums

Based in Copenhagen, the center is facilitating a network for stakeholders

in the maritime industry, with offices in Copenhagen and Bornholm,

focusing on the capital region.

Creates impact and value for members by motivating and supervising.

The goal is for Denmark to be the most innovative nation of the world’s

maritime clusters.

Approximately 200 actors are involved in the cluster. The public entities

include; three municipalities, Finpro, Danish Maritime Authority and The

Danish Meteorological Institute.

Core activities: Events, seminars and lectures on contemporary topics,

project partnerships on innovation, environment etc., innovation networks

and the initiating of several clusters such as Danish Maritime Cluster and

North Atlantic Maritime Cluster.

Governed by a member-chosen Board which consists of representatives

from the industry, universities as well as public authorities.

The CEO is responsible for the implementation of the strategic objectives

set by Board.

Businesses that apply to become members need to do related business

activities and pay an annual membership fee.

Does not receive any direct grants from public authorities or agencies, but

is compensated for projects requested by institutions and universities.

The cluster is continuously taking part in international projects funded by

Horizon 2020, Baltic Sea Region Program and the European Regional

Development Fund and more.

The cluster has a close cooperation with Finland and Finpro.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Mikkel Hansen

Title: CEO


Phone: +45 22 61 94 48

Website: www.mdc.center/

CONTACT DETAILS

Marine informatics



http://www.mdc.center/

http://www.mdc.center/


THE CENTRE ENSURES PRESENCE BY TAKING NEW INITIATIVES AND INTERACT THROUGH MULTIPLE PLATFORMS

”We don’t receive any subsidies from the government, regions

or municipalities in Denmark. Instead, we can get reimbursed

for projects or networks arranged for institutions or universities”

Mr. Mikkel Hansen – CEO

INTEREST FOR SWEDISH PARTNERSHIPS “ REGIONAL AND GOVERNMENT SUPPORT “

HISTORY OF RELATIONS TO SWEDEN “


A focused objective for Denmark to be a leading country in the

maritime industry

Success by being the initiator of several clusters and projects to

develop the international maritime industry

Interacting with stakeholders through various channels from concrete

projects to seminars and lectures ensures international reach and

impact

”When the center was founded in 1999, we had a bunch of

Swedish members. They have declined over the years since we

have started to focus more on Denmark”


”We could be interested in meeting the Region Blekinge to see if

there is potential for a natural cooperation between us”



Marine informatics

DENMARK – THE MARITIME DEVELOPMENT CENTER 2(2)




UK – MARITIME UK 1(2)

REPRESENTATIVES FROM EACH OF THE 16 MARITIME TRADE ASSOCIATIONS ARE MEMBERS OF THE BOARD


A member-driven cluster

“Hunting as a pack” for common

concerns of the sector to influence

political decision makers

Strong connection between the maritime

industry and the government

Focuses on promoting the UK maritime

industry on a global level

Based in London, Maritime UK is a promotional body for the Maritime

industry. It bringing ports, shipping, marine and business services under

the same umbrella. The aim is to promote UK as a world-class maritime

center and to unite the maritime community.

Maritime UK’s members consists of 16 trade associations, representing

their own sector within the maritime industry.

The Maritime UK works closely with a number of governmental

departments (Department of Transport, International Trade and Business,

Energy and Industrial Strategy and Ministry of Defense & Treasury) and

other sectors to create an environment which strengthens Maritime UK’s

members interests.

Main focus to promote the cluster and its members on a international level.

All the members of Maritime UK are members of the Board. The Board

have sub-groups called “working groups” that focus on different areas of

promotional activities. These working groups consist of representatives

from the government and from the industry.

The Board has a rotating program for a chairman. Current chairman: David

Dingle.

The cluster is self dependent and financed with a membership fee.

Maritime UK has a high level of activity for promoting UK’s maritime sector

worldwide. The common interest of its members united in close partnership

with the government is a key factor for future success and global impact.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Ben Murray

Title: Manager


Phone: +44 (0) 20 7417 2837

Website: www.maritimeuk.org

POSITIONING

CONTACT DETAILS

Marine informatics



http://www.maritimeuk.org/


CLOSE PARTNERSHIP WITH THE GOVERNMENT IS A KEY FACTOR IN IMPROVING THE UK MARITIME INDUSTRY

”Maritime UK has a strong interest of promoting our member

associations and UK’s maritime sector as a world-class industry”

Mr. Ben Murray – Manager

STRONG FOCUS ON INTERNATIONAL PROMOTION “

WORKING TOGETHER AS ONE VOICE “


Close partnership with the government and its member organizations

is the key factor for it success. Strong involvement from the member

associations and participants from the government makes Maritime

UK as a leading cluster within the maritime sector

A rotating chairman system gives the opportunity for all member

associations to be heard.

Working groups with a key understanding and knowledge of the

market is an important factor behind the cluster’s success

Unique for Maritime UK is that it is a “cluster for clusters”, bringing

large trade associations and its members to the same arena

Shows a willingness to cooperate with other clusters, both

domestically and internationally but UK interests comes first hand

”Hunting as a pack! The possibilities of making a difference is

stronger when our members, whom represents different maritime

sectors, act as one voice”

Mr. Ben Murray – Manager


UK – MARITIME UK 2(2)


Marine informatics



GERMANY – MARITIMES CLUSTER 1(3)

THE CLUSTER IS BASED ON A TRIANGULAR RELATION BETWEEN COMPANIES, RESEARCH AND POLITICS


Regional focus

Cross-sector collaboration

Tailored to companies’ needs

Due to recent formal establishment, subject

to internal reorganisation and expansion

Based in Hamburg, the cluster focuses on Northern Germany

Started as political project in 2011, registered as formal association “e.V.”

since 2017

Increased in size from three to five federal states:

Bremen, Hamburg, Mecklenburg-Vorpommern, Niedersachsen,

Schleswig-Holstein

The aim is to strengthen the region and its companies by developing and

enhancing products and services

Approximately 100 members; 80% SMEs, 15% technical universities and

institutions

Has a triangular relation between companies, research and politics.

However, some projects are driven by companies only, without the direct

influence of research institutions

Collaborates across industry segments and federal state borders e.g. in

shipbuilding, offshore activities, certification activities and more.

Interviewed: Yes



Park: Yes, but in the future.

Jessica Wegener

Title: CEO


Phone: +49 (0)40 227019-493

Website: www.maritimes-cluster.de

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Marine informatics

POSITIONING

CONTACT DETAILS





http://www.maritimes-cluster.de/





THE CLUSTER’S MEMBERS FROM DIFFERENT INDUSTRY SEGMENTS COLLABORATE CLOSELY WITHIN PROJECTS


1) Events are organized to incentivize

projects

For this goal, events serve two purposes:

Raise awareness of surroundings

about a topic

Activate companies to come together

to eventually reach concrete project

ideas

2) The aim of projects is to produce new

products and services that strengthen the

profile of Northern German companies on the

European market

In the projects, cross-sectional topics

such as ”ship efficiency” or ”underwater

communications” are discussed

For this, different kinds of companies

from different fields come together

Sometimes cooperation with other

clusters to discuss common topics

(e.g. discussion of sensory

technology with aviation of logistics

cluster)

Based in 18 managers across 5 offices, one in participating federal state.

The Board consists of 7 volunteers, including one politician. The Board

works strategically, e.g. specifies project goals

New members have to be approved by the Board. Most companies can

participate but there should be a good balance of industry sectors (e.g.

between maritime consultant firms and shipping companies)

Besides public funding, there is also a membership fee

In the future, the organization of conferences and trainings should

become a third financial pillar (the cluster is currently looking to

learn how other clusters are working with this)

Over half of the financial funding stems from the five federal states

The economic authorities of the participating federal states are members of

the cluster, otherwise direct political influence is limited

The influence of politicians has decreased since 2011 to a

supporting role today

The cluster’s international focus is today limited, due to a rather recent

formal establishment and limited resources.

However, there has been cooperation with Netherlands (LNG

matchmaking) and Norway. The cluster also plans to work with

Germany’s neighboring countries starting in 2018

Local support

&

International

programs

Organizational

structure

Marine informatics

PROJECT APPROACH



THE CLUSTER WILL ACTIVELY SEEK COOPERATION WITH NEIGHBORING COUNTRIES FROM EARLIEST 2018

“The cluster acts in direct accordance to its members’ wishes

and needs – that is what our members appreciate the most.

This is also in accordance with the political interest to support

and strengthen local businesses”

Ms. Jessica Wegener – CEO

TAILORED TO THE NEEDS OF THE COMPANIES “

COLLABORATION ACROSS BORDERS AND FIELDS “


The extremely close collaboration across federal state borders and

industry segments makes the cluster successful

The cluster seems well organized but is still in the process of

expanding and enhancing internal organization before seeking

international collaboration

Business Sweden’s recommendation is to observe the development

of this cluster and to reach out for potential collaboration in 1-2 years

”The participating federal states naturally have a different foci

and it is essential for the success of our cluster to work across

these federal borders and to bring people from different kinds of

companies together”

Ms. Jessica Wegener – CEO

Marine informatics






ITALY – FEDERAZIONE DEL SISTEMA MARITTIMO

ITALIANO 1(2)

THE FEDERATION OF THE ITALIAN MARITIME SYSTEM IS NOT A TECHNOLOGICAL MARITIME CLUSTER


Federation for industry organizations

Member-focused

Located in Roma, the cluster represents the Italian industrial organizations

within the maritime sector

The federation aims to bring together the Italian maritime sector and to

become the voice of the sector including its dock work, maritime law,

insurance, port authority, shipbuilding, harbor towage, maritime staff, naval

research, cargo shipping, maritime agency and brokerage and more

The Federation of the Italian Maritime System represents and is a platform

for all its stakeholders in the Italian maritime sector. Today it represents 16

industry organization with above mentioned categories

The Federation is governed by a council composed of the member

associations presidents

The Federation of the Italian Maritime System represents Italian maritime

interest in national and international events and is a platform to discuss

related topics

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Carlo Lombardio

Title: General Secretary


Phone: +39 0667481220

Website: www.federazionedelmare.it/

Marine informatics

POSITIONING

CONTACT DETAILS



http://www.federazionedelmare.it/

http://www.federazionedelmare.it/


THE FEDERATION OF THE ITALIAN MARITIME SYSTEM IS NOT A TECHNOLOGICAL MARITIME CLUSTER

”We are not a maritime technological cluster, but I know of one

cluster, which is governed by Mr. Sabbadini, called MAREFVG.

It is the leading Italian maritime cluster”

Mr. Carlo Lombardio – General Secretary

REPRESENTATION “ NOT A MARITIME CLUSTER “

A PLATFORM FOR DISCUSSION “


The Italian maritime cluster as found through searches online, is the

Federation of the Italian Maritime System which is an interest

organization and not technically a cluster.

”We offer a platform for our members to discuss maritime

issues from multiple perspectives”


”We represent and promote the economical activities of our

members in national and international programs as well as

discussions”


Marine informatics


ITALY – FEDERAZIONE DEL SISTEMA MARITTIMO

ITALIANO 2(2)




NORWAY – BLUE MARITIME CLUSTER 1(3)

COLLABORATES TO DEVELOP COMPETENCE, TECHNOLOGY AND MAINTENANCE FOR THE REGION


Focuses on developing member companies

Community and project-driven

Based in Møre, the Blue Maritime Cluster (BMC) is a leader in design,

construction, equipment and operation of advanced offshore vessels for

the global oil and gas industry. Blue Maritime cluster focus is mainly on

advanced and specialist vessels with in oil & gas, fishing and fish farming.

Blue maritime cluster is an industry driven initiative in Møre for

strengthening businesses within the cluster. The cluster provides an arena

for the companies to succeed by facilitating recruitment, marketing,

networking and collaboration activities.

The BMC has 220 member consisting mostly of companies from different

industrial sectors but also three universities (NTNU, Högskole in Møre and

Fagskole in Ålesund) and governmental as well as regional members such

as Kystverket, Forskningsrådet, NHO, Møre and Romsdal fylkeskommune,

Innovation Norway and the Municipality of Ålesund.

The members collaborate within the cluster as well with other clusters and

organizations with the aim of developing competence, technology and

preservation of the region.

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes

Decision-maker or executive: Yes/no


Park: Yes if they find some project in

common

Name: Frank Støyva Emblem

Title: Director Communications


Phone: +47 70 32 92 02

Website: www.bluemaritimecluster.no/gce

Marine informatics

POSITIONING

CONTACT DETAILS



http://www.bluemaritimecluster.no/gce

Local support

&

International

programs



COOPERATES WITH OTHER NATIONAL OR INTERNATIONAL CLUSTER IN REGARDS TO A SPECIFY PROJECT


The Blue Maritime Cluster project is run by the innovation company ÅKP AS. The Cluster is managed by

a distinguished steering committee, balanced between companies , government, regions and

universities. The committee consists of key people from the maritime business in the region, county and

NTNU Ålesund.

Decisions are made thru the committee

All organizations established in Norway that deliver products or services in or to the industry, can

become members but the cluster does not actively search for new member

As many Norwegian cluster Blue Maritime cluster is financed 50% from the government thru Innovation

Norway and 50% from member fees and other organizations

The Bule Maritime cluster has a close relationship with cluster with the region of Møre and are highly

depended on finance from Innovation Norway to continue delivering results to the members

The Bule Maritime cluster cooperates with other national or international cluster and organizations in

regards to a specify project. In other terms for a collaboration/ cooperation to take place Blue Maritime

cluster and the potential partner has to find a theme or a project they can work together on. Blue Maritime

cluster does not cooperate with others for the sake of cooperation in it self. Two example the

collaborative projects are: Norwegian Energy Partners, GCE Blue Maritime, Maritimt Forum Nordvest

with in the field of offshore wind and Blue maritime cluster involvement with Innovation Norway in a

project in Africa knowledge regarding sharing

The Blue Maritime cluster together with the oil equipment/drilling cluster in Sørlandet and the oil and gas

subsea cluster in Bergen granted in 2014, the status of a Global Centre of Expertise. Global Centre of

Expertise are a new top level in the Norwegian cluster program and is granted to those has an unique

global market position and that are contributes to Norwegian value creation.

Organizational

structure

Marine informatics



PROJECT BASED COLLABORATIONS

”Our success come from strong and close relationship with

public entities”

Frank Støyva Emblem – Director Communications

PROJECT BASED COLLABORATIONS “ STRONG AND CLOSE RELATIONSCHIP WITH THE

PUBLIC ENTETIES “

FLEXIBLE AND QUICK STEERING OF THE CLUSTER “


As part of the Global Centre of Expertise the Blue Maritime Cluster is

ranked as a top level Norwegian based cluster

The Blue maritime cluster believe it’s success comes from there

member companies and close relationship with public entities

There international and national status has come from there way of

working with specific projects and by taking one project out of time.

Its also a result of a close relationship with public entities

The cluster is open for collaborations with other clusters. For a

cooptation to take place a specific project and scope has to defined

and there has to be a perfect match from both side

“The team working with and the committee at GCE Blue

Maritime Cluster is highly flexible and is able to react quickly,

whether to challenges from the Norwegian or international

business community, or to input from the knowledge

environments.”


”We evaluate business partners based on projects”


Marine informatics






THE NETHERLANDS – NEDERLAND MARITIME LAND 1(2)


POSITIONING

The only maritime cluster in the Netherlands

Close cooperation with government

Several partners from all three sectors

International collaboration through European

Network of Maritime Clusters, ENMC

Nederland Maritiem Land (NML) based in Rotterdam connects companies

operating in the maritime sub-sectors with each other, the government and

knowledge institutes

The added value of the foundation is that it strengthens the separate

maritime sectors by adopting joint sector-transcending initiatives

The cluster has 12 different sub-sectors with several members covering

both industry associations and corporates as well as research institutes

Find common ground among members and what they need to do to keep

industry sound

NML (foundation) has a governing Board which meets quarterly. The GB

approves strategy and budget and advises the management. NML has an

executive committee responsible for the operational activities

New members are rarely appointed due to member structure set already

when founding the organization in 1997

Each (sub)sector has its own trade promoting organization that offers

support to their members (Netherlands Maritime Technology e.g.)

Works internationally through European Network of Maritime Clusters

Does not work with specific countries in the near region

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes

Decision-maker or executive: Executive


Park: It primarily works with ENMC. Though they

are open for a discussion with someone from

Blue Science Park

Name: Michiel Spitzer

Title: Senior Communication Officer


Phone: +31(0)10-7470076 (switch Board)

Website: http://www.maritiemland.nl/

CONTACT DETAILS

Marine informatics



http://www.maritiemland.nl/

http://www.maritiemland.nl/


NML WORKS FOREMOST TOGETHER WITH OTHER CLUSTERS TROUGH ENMC

”We work closely together with the government. We don’t only

give advice on what can be done to enhance the possibilities in

the industry but also on what measures needs to be taken to

keep the industry viable in the Netherlands”

Michiel Spitzer – Senior Communication Advisor

MEMBERSHIP LEVELS DEPENDING ON NEED “ WORKING CLOSELY TOGETHER WITH GOVERNMENT “

INTERNATIONAL PARTNERSHIPS “


Triple helix, regional and international collaboration, good location in

The Hague with over 400 established security businesses

Region Blekinge could benefit from collaboration with NML but they

are very competitive and only works on clear win-win cases

Strongly recommended to get in contact with NML to evaluate

synergies, however Business Sweden experience them as very

competitive and not willing to share knowledge when not knowing the

counterpart

”We work together with European Network of Maritime Clusters.

We don’t work with Belgium or Germany, we don’t have very

much in common with them and when asking around among our

members, Sweden is not very much of a prioritization for them”


”All members pay an annual membership fee.”


THE NETHERLANDS – NEDERLAND MARITIME LAND 2(2)



Marine informatics



POLAND – GDYNIA MARITIME UNIVERSITY 1(2)

FOCUS ON ACADEMIC AND B & R ACTIVITIES


The largest state university of higher

maritime education in Poland:

Academic profile

Driven by R&D activities

Driven by innovative projects

Strong international activity

Based in Gdynia, the university specializes in educating highly qualified

officers for the maritime industry especially for the merchant navy. The

academic staff is supported by laboratory facilities offering 25 specialized

simulators and ISO 9001.

Education for future officer positions on merchant marine vessels and for

land-based managerial positions in the maritime industry and in seaside

regions.

Provides studies for 8000 students and R&D activities in 4 faculties:

Navigation, Marine Engineering, Marine Electrical Engineering and Business

Administration.

Participates in regional and international projects, co-organizes

conferences (often under the auspices of IAMU e.g. ETC 2017, IMSC 2017,

ENISTA 2017).

The University is subject to the Ministry of Maritime Economy and Inland

Navigation. Decisions are taken by Senate and Governing bodies (Director

and three Deputy Directors).

R&D is financed under the domestic program of the National Science Centre

in Krakow and National Research and Development Centre in Warsaw.

As a state university, it is fully dependent on support from the state. R&D

projects are often financed by Polish and foreign grants or programs.

The University actively co-operates in the conduct of joint research projects,

preparation of young generation academic staff and in the exchange of

students with 18 maritime institutions of higher education within international

organizations e.g. EUA & IAMU.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Prof. Ireneusz Czarnowski

Title: Deputy Rector


Phone: +48 58 558 64 27

Website: http://www.am.gdynia.pl/en

Marine informatics

POSITIONING

CONTACT DETAILS



http://www.am.gdynia.pl/en

http://www.am.gdynia.pl/en


MARINE INFORMATICS IS NOT FULLY DEVELOPED YET BUT THERE IS BIG POTENTIAL FOR THE FUTURE

”The GMU conducts many R&D projects locally and participates

in important international projects implemented under bilateral

cooperation on the basis of intergovernmental agreements e.g.

EU-CIRCLE project, IMBeing, IAMU Research project, SAT-AIS

PL and other”

Mr. Tomasz Degórski – Office Manager at Director’s Office

PLANNED IMPLEMENTATION OF MARINE INFORMATICS “ STRONG FOCUS ON R&D ACTIVITIES “

PROGRAMS OF MATCHING WITH SIMILAR

UNIVERSITIES WORLDWIDE “

Stamping IoT IT Security

GMU has an extensive program of both academic and R&D

activities that are constantly being improved and expanded.

GMU plays a role as a worldwide famous marine oriented center of

studies and training preparing professionals

Bilateral agreements for joint research and educational activities

and cooperation within international projects has helped them to

reach scale and international outreach

Marine Informatics will be prioritized in the coming years therefore it

is worthwhile to start the cross-border cooperation

”The GMU collaborates internationally very intensively. We

have contacts and participate in exchange programs both for

students and researchers. We cooperate with a lot of foreign

maritime universities on the basis of intercollegiate bilateral

agreements for joint research and educational activities e.g.

Shanghai Maritime University or Tokyo University of Marine

Science and Technology”

Mr. Tomasz Degórski – Office Manager at Director’s Office

”Our university is one of the largest schools of maritime

education in Europe. In the field of Maritime Computer Science

new study courses will be introduced 2018. Our R&D will start

soon a project: Exploration of IT Systems Including the

Application of Artificial Intelligence for the Improvement of

Decision-making Process in Maritime Transport”

Professor Ireneusz Czarnowski – Deputy Director


Marine informatics Underwater Tech

POLAND – GDYNIA MARITIME UNIVERSITY 2(2)




A GENERAL MARITIME CLUSTER COVERING ALL MARITIME SECTORS AND FOCUSING ON CREATING SYNERGIES


A general maritime cluster

Business development

Creating synergies (synergy groups

within certain fields of expertise)

Member-driven organization

Cluster Maritime Français (CMF) is a national maritime organization

covering all maritime sectors (shipping, ship-building, fishing, maritime

safety etc.) with a strong business development profile. The key activities

include creating synergy groups, consortiums.

The cluster is based in Paris and has a great impact and influence

nationwide, in national projects and is a partner to the Euromaritime.

CMF involves both smaller and larger companies, organizations and

clusters (competitive clusters Pôle Mer Bretagne, Pôle Mer Méditerranée),

research centers, universities, local authorities and the French Navy.

CMF initiates synergy groups with the entities involved in the organization

(within in different fields of expertise) in order to develop businesses and

innovation possibilities.

Cluster Maritime Français is composed by one leading team (employed by

the cluster) and an Executive Board (Conseil d’Administration) that is

elected for three years.

Only French registered companies can become and be members.

No public funding and therefore no dependence on governmental aid.

Impartiality is by CMF considered as a great benefit in the interest of

lobbying activities.

CMF has a strong national anchoring, but is collaborating with other

European maritime clusters within the European Network of Maritime

Clusters.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: No (but able to put Blue Science Park

in contact with members of Cluster Maritime

Français)

Name: Mrs. Marie-Noëlle Tine

Title: Vice President of the CMF team


Phone: +33 (0)1 42 25 61 52

Website: www.cluster-maritime.fr/fr

Marine informatics

POSITIONING

CONTACT DETAILS

FRANCE – CLUSTER MARITIME FRANÇAIS (CMF) 1(2)





http://www.cluster-maritime.fr/fr




”We are interested in knowing more about Blue Science Park

and their mission. We are willing to put them in contact with

interesting competitive clusters within our organization.”

Mrs. Marie-Noëlle Tine- Vice President of the CMF team

INTEREST IN BLUE SCIENCE PARK “

STRONG MEMBER INFLUENCE “



Covering all maritime sectors, CMF believes its success lays in

being a national and a very general maritime cluster.

CMF is not dependent on governmental aid. This helps CMF to

defend their members impartiality.

CMF highlights the success of organizing synergy group in order to

initiate innovations and business development to face increasing

competition.

”We keep good relations with our members and we have

created an organization and an environment, where our

members can have their voices heard. Several projects and

collaborations are initiated upon request from our members.”

Mrs. Marie-Noëlle Tine- Vice President of the CMF team

Marine informatics

FRANCE – CLUSTER MARITIME FRANÇAIS 2(2)




NO PRIORITY


Ireland – Irish Maritime and Energy Resource Cluster, IMERC

The manager, Valerie Cummins, has not answered any email or phone

calls. Business Sweden has spoken to Paul Shanahan who works for

another organization in the same building as Valerie and he has himself

tried to forward my request to Valerie without any success.

Ireland

IMERC

Marine informatics


STAMPING



STAMPING – SELECTED AND RECOMMENDED CLUSTERS

TO APPROACH


Ten clusters were selected for the interview process

One cluster, Belgian Materials Research Cluster, refused to provide

Business Sweden with information about its operations

As a result of the interviews, seven clusters are top ranked and represent

the ones Business Sweden recommends to facilitate cooperation with:

Danish DAMRC, French Materalia, German M.A.I Carbon, Romanian

Automotive South West Competitiveness Pole and Slovenian TECOS

Portuguese INEGI and Swiss Inspire AG are also highly qualified,

however INEGI’s R&D component prevails whereas Inspire AG is perhaps

too far advanced

Latvian MASOC and Polish Aluminum Cluster have potential, although

MASOC’s organizational structure is the one of an association whereas the

Polish Aluminum Cluster has little experience in international cooperation



COMMENTS

QUALIFIED

LEVEL 1

High Potential

LOW POTENTIAL

Based on the

interviews

QUALIFIED

LEVEL 2

Medium Potential

DECLINED TO

RESPOND

BELGIUM

ROMANIA



POTENTIAL


CLUSTER NAME

DENMARK DAMRC

GERMANY M.A.I Carbon

PORTUGAL INEGI

SLOVENIA

LATVIA

TECOS

FRANCE Materalia


POLAND

Materials Research Cluster Gent

SWITZERLAND Inspire AG

COUNTRY


Polish Aluminum Cluster Automotive South West

Competitiveness Pole

MASOC


PRIVATE FUNDS ARE UTILIZED BY ALL THE CLUSTERS


STAMPING AREA IS MORE COMMERCIAL – MANY CLUSTERS SELL EXTERNAL R&D OR CONSULTING SERVICES

Accredit to NDPP Target Employers Target Individuals MIXED FUNDING

Utilizing resources from all angles is

common in Germany and Switzerland

German M.A.I.’s projects are 50 % funded

by the state and 50 % by its partners

While it also monetizes on membership

fees and consulting services

Swiss Inspire AG is funded 30 % by the

Swiss Government, 30 % by the industry

and 30 % through external consulting

assignments; 10 % other funds

NO GOVERNMENT FUNDS

Widespread financing model among

approximately 60 % of clusters

For example: Danish DAMRC is

25 % financed by the membership fees

and 75 % by commercial research,

educational and consulting projects

Portuguese INEGI works on membership

fees and advisory services, whereas

Polish Aluminum cluster operates only on

the basis of membership fees

Latvian MASOC relies on membership

fees and EU projects

Overall this area is more commercialized

DUAL FUNDING

Dual funding model is common in the

traditional industrial economies, such as

France

Operational activity of the cluster is 50 %

financed by the Government and 50 % by

its members

The role of the public stakeholders is to

navigate the cluster through financing

opportunities of the specific R&D projects

initiated by the members of the cluster

The aim is to deliver new products within

a 3-5 years timespan

Slovenian TECOS is financed through

membership fees and regional funds

STAMPING – CLUSTER FUNDING MODELS


KEY STAKEHOLDERS COOPERATE EITHER THROUGH

EVENT OR PROJECT-DRIVEN FORMATS


PROJECT-DRIVEN FORMAT OF COLLABORATION BETWEEN KEY STAKEHOLDERS IN THE CLUSTERS IS THE MOST COMMON

INTERNAL COLLABORATION MODELS

EVENT-DRIVEN PROJECT-DRIVEN

An event-driven cooperation is common amongst some

clusters with the main objective to promote partner companies,

train as well as educate these

Such clusters as Danish DAMRC and TECOS in Slovenia

organize conferences and knowledge-exchange sessions for

their members in order to create networking opportunities

Polish Aluminum Cluster relies primarily on conducting

seminars, fairs and workshops

Educational programs are significantly emphasized as one of

the most important operational areas

Most of the interviewed clusters run their operational activities

through projects or programs

French Materalia focuses on initiation of research projects

which are driven by the synergized group of members and are

financed by public stakeholders in the cluster

Swiss Inspire AG runs several key projects and sub-projects

under: a) Innovative Composite Structures; b) Innovation

Center Virtual Reality; c) Additive Manufacturing; d) Institute

of Machines

In a lighter version, some clusters run programs. Latvian

MASOC runs three programs: a) Educational; b) Export

Facilitation; c) Product Development


IN MOST OF THE CASES MANAGED BY INDEPENDENT

TEAM AND ELECTED BOARD


IT’S SELDOM THAT THE CLUSTER IS MANAGED BY THE REGIONAL AGENCY

General assembly consisting of all the members appoints the Board.

Sometimes, general meetings appoints the general council, which further

appoints the Board

In exceptional cases the Board is executive and actively participates in

the daily operations of the clusters (e.g. Latvia, France)

Board members are selected from all pillars of the triple helix model

(academic, public, private). The same goes with Chairman and Vice

Chairman (for example, in Danish Advanced Manufacturing Cluster

Chairman is from the private sector whereas the vice Chairman from the

academic).

Board appoints executive team, which is in most of the cases

independent

Often the clusters are further organized into executive committees or

departments. For example: Portuguese INEGI is divided into the following

committees: a) research; b) innovation & technology; c) consultancy and

services

Only one cluster, Romanian Automotive South West Competitiveness

Pole, is managed by the Regional Development Agency, which is

uncommon.

Board

GENERAL ASSEMBLY (ALL MEMBERS)

EXECUTIVE

TEAM

COMMITTEE 2 COMMITTEE 1 COMMITTEE 3

ILLUSTRATIVE ORGANIZATIONAL STRUCTURE OF

COMPARABLE EUROPEAN CLUSTERS

COMMENTS


INTER-CLUSTERING IS WELL-DEVELOPED FORM OF

INTERNATIONAL COLLABORATION


ALL INTERVIEWED CLUSTERS ARE OPEN TO DISCUSS COOPERATION WITH TECHTANK; FORM OF COOPERATION SHOULD BE DISCUSSED

Participates in the industry-specific international

programs or platforms such as: Horizon 2020, EU

programs, Boeing GlobalNet, EFFR (European

Factories of the Future Research Association), EARPA

(association of automotive R&Ds); ESA (European

Space Agency); EVIGeM European Virtual Institute of

Geometry Measurement.

Inter-clustering is common: e.g. Materalia in France

collaborates with similar clusters in Japan, India,

Canada.

M.A.I Carbon in Germany develops cooperation with

similar clusters in Korea and USA.

Romania runs The Balkan Cluster Network.

Clusters with strong R&D component run joint projects

with counterparts in Europe (e.g. Swiss Inspire AG

cooperates with the German competence centers and

universities).

German M.A.I. Carbon works intensely to connect

technical universities from its region with the

international ones in joint R&D projects.

INTERNATIONAL

PROGRAMS

INTER-

CLUSTERING

R&D ON THE

ACADEMIA

LEVEL

MODELS OF INTERNATIONAL COOPERATION

“

“

“

“INEGI is fully committed with the R&D collaboration at European

level, being active in the participation in several technological

platforms and European R&D programs”

Mrs. Anne Delille – International Relations Responsible

Materalia, France

”We are already collaborating with clusters in the UK, Germany,

Italy, Japan, India and Canada. We’ve just started collaborating

with Finland and we initiated a project together with Norway last

year – we only have Sweden missing”

Mrs. Marta Oliveira – Head of Integrated Projects

INEGI Portugal

Ms. Mihaela Lupancescu

South-West Oltenia Automotive Competitiveness Pole, RO

”One of the key activities of our cluster is the collaboration with

other national and international competitiveness poles, in order to

create strategic partnerships”

”South-West Oltenia Automotive Competitiveness Pole won a

bronze medal in an international cluster competition”



SOURCE: BUSINESS SWEDEN ANALYSIS AND INTERVIEWS

WHAT REGION

BLEKINGE COULD

LEARN AND APPLY

Clearly define the capabilities of TechTank for

international collaborations and decide if it should

approach event-driven or project-driven clusters

Decide whether to run R&D focused or an export focused

internationalization, or potentially both.

Map and facilitate memberships in pan-European cluster

networks covering material manufacturing business area

Define R&D and /or conventional common ground

projects which could be offered to potential partner

clusters in Europe to work together on

Expand network in Sweden to accumulate scale for

international collaborations but also with universities to

gain credibility

Consider introducing membership fees to drive

internationalization

Decide if to change organizational structure with

independent management and Board and/or sustain

cluster as a project of the region

Facilitate communication with all highly & medium

prioritized clusters as a result of this project:

High: Danish DAMRC, French Materalia, German M.A.I

Carbon, Portuguese INEGI, Romanian South West

Competitiveness Pole, Slovenian TECOS and Swiss

Inspire AG

Medium: Latvian MASOC and Polish Aluminium Cluster

Working with long-term strategies by utilizing national and

international collaborations

Public funding is essential for development of costly

research projects. Materialia is a prime example.

Specialization or narrow competence is the key to stay

competitive and attractive internationally (e.g. carbon,

aluminum, additive manufacturing, etc.)

Extensive program of R&D activities to open up

possibilities of collaboration with R&D and projects driven

clusters

Carefully developed and implemented package of

projects instead of a wide range of promotional activities

Involvement into international projects such as CLUS3 or

COSMO

Member of industry specific associations (e.g. EFFRA,

EARPA)

Small but selective international collaborations

Mixed financing including membership fees, consultancy

services, R&D projects, international and national

financing

Internationalization is the key to stay competitive

Inter-clustering is common in this area

Danish DAMRC tries to position itself as a Nordic cluster.

This could be a goal for TechTank to work towards


TECHTANK SHOULD STRATEGICALLY OUTLINE ITS INTERNATIONALIZATION PROFILE


DENMARK – DANISH ADVANCED MANUFACTURING

RESEARCH CENTER (DAMRC) 1(2)

DAMR.C IS THROUGH A GLOBAL MINDSET ENCOURAGING THE DANISH INDUSTRY TO STAY COMPETITIVE AND INNOVATIVE

Underwater Tech Marine informatics IoT IT Security

Based in Herning, the industrial cluster and research center within advanced

manufacturing established in 2010.

Aims to be a natural platform in the Nordic region to which the manufacturing industry

turns to when it comes to education, challenges and cooperation.

Wants to help the Nordic industry to optimize its manufacturing processes.

Involved with 300 entities including national and foreign company members,

partnerships as well as Danish municipalities and parliament.

The partnerships include national and international universities, training colleges, GTS-

institutions and Research and Development Centers.

Cooperating mainly through promotion of education and training, national industry

conferences and consulting businesses.

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Stamping

Local support

&

International

programs

Organizational

structure

POSITIONING

The members choose the Board of Directors. The Chairman is from the industry and

Vice Chairman from the university. The majority of the Board work in the industry.

Two committees: a technical committee with both industry and university

representatives and an education committee consisting of industry representatives.

Members are accepted if they are dedicated to develop the Danish industry.

Financed through 25% membership fees and 75% research, education and consulting.

Interviewed: Yes


Openness to cooperation with

TechTank: Yes

Name: Klaus B. Ørskov

Title: CEO


Phone: (+45) 30 51 60 85

Website: http://www.damrc.dk/

CONTACT DETAILS

Has contracts with local municipalities to enhance knowledge in the industry.

Is a part of Horizon 2020 and EU programs e.g. Interreg Öresund-Kattegat-Skagerrak

Cooperates with various countries. Some members are from Japan, France and

Sweden.

Boeing GlobalNet and project partnerships with foreign universities and research

institutions enable a wide global reach

Local presence but global reach

Industrial focus

Unique in the Nordic region

Network-driven

Trust focused



http://www.damrc.dk/

http://www.damrc.dk/


”In the future, we aim to establish ourselves in the Nordic

countries. In addition to this, we seek partnerships all over the

world to gather knowledge”

Mr. Klaus B. Ørskov – CEO

AIM FOR LOCAL PRESENCE WITH GLOBAL

PARTNERSHIPS “

PROJECTS FOLLOW TWO KINDS OF GOALS “


”We have had challenges to initiate collaboration opportunities

with interesting universities in Sweden. There has been

difficulties to get hold of the right key players”



DENMARK – DANISH ADVANCED MANUFACTURING

RESEARCH CENTER (DAMRC) 2(2)


Stamping

SWEDISH COMPANIES HAVE FOUND AN INTEREST IN

DAMr.C “ ”We have Swedish companies such as Hexagon and Sandvik

as members, but no partnerships with any universities, clusters

or research centers”


EXPRESSES AN OPENNESS TO SHARE KNOWLEDGE

WITH SWEDISH CLUSTERS “ ”If it is interesting for Region Blekinge to learn more from us and

the difference that we make, we would be happy to meet and

discuss possible future cooperation”



Natural international presence since it was founded by partnering up with similar research centers

Competitiveness by being the only center in the Nordics combining industry and research to advance and promote the development in manufacturing

Succeeds by working intensely with long term strategies of gathering the industry in Denmark using both national and international knowledge

Has expertise in a certain niched industry, which ensures focus on mission and operational goals

INTERNATIONAL PARTNERSHIPS TOGETHER WITH NICHED INDUSTRY EXPERTISE HAVE ENSURED COMPETITIVENESS



AN INNOVATION DRIVEN CLUSTER FOCUSING ON RESEARCH COLLABORATION TO DEVELOP NEW PRODUCTS


POSITIONING

An international profile

Innovative profile

R&D-driven

Collaboration-driven

Large network of well-known stakeholders

in the industry

Created by the French Government in 2006, Materalia is a cluster with

a focus on materials and processing. Four main areas within materials

and processing: automotive, medicine, aeronautics and energy.

The cluster has its regional base in Champagne-Ardennes, Alsace and

Lorraine. Represented by a strong international profile with many

ongoing innovative projects on regional, national, European and

international levels. Their main operative goal is to initiate innovative

research projects in order to promote new products on the market.

Materalia is known for its wide and large network of public stakeholders

(regional, national and European), research centers, universities and

companies (both smaller and larger sizes). Materalia has 147

members: Covering all three entities (public, academic and business).

Public stakeholders: EU, French Government, National

Competitive Cluster organization, Région Champagne-

Ardennes, Région Lorraine

Universities and Research centers: Université de Lorraine,

Université de Toulouse, CEA Tech, Armines (and more)

Companies: EDF, Safran, Separex, Sedis (and more)

The public stakeholders’ role in the cluster is to help finance the

research projects initiated by the companies and the research centers,

or universities. The aim is to deliver new products within 3-5 years.

Interviewed: Yes


Openness to cooperation with TechTank:

Yes

Name: Mrs. Anne Delille

Title: Responsible for European programs

and International Relations


Phone: +33 (0)3 55 00 40 33

Website: www.materalia.fr

CONTACT DETAILS

Key

stakeholders

& Nature of

collaboration

Key activities

& location

FRANCE – MATERALIA 1(3)


http://www.materalia.fr/





Led by an Executive Board with members from public stakeholders,

companies, research centers and universities that are also members in

the cluster. An operative team of five employees is responsible in

supporting the work within the cluster.

Interested stakeholders (companies, research centers and universities

etc.) are able to apply for membership.

50 % of the cluster activity is financed by the Government and 50 % by

the members.

Materalia is financially dependent on its public stakeholders

Materalia has a strong international profile. When expertise outside the

cluster is needed, the cluster has a wide and spread inter-clustering

collaboration within Europe and outside: Japan, India and Canada.

Materalia is already in contact with clusters in Finland and Norway.

AN INNOVATION DRIVEN CLUSTER FOCUSING ON RESEARCH COLLABORATION TO DEVELOP NEW PRODUCTS

Local support

&

International

programs

Organizational

structure


”We are already collaborating with clusters in the UK, Germany,

Italy, Japan, India and Canada. We’ve just started collaborating

with Finland and we initiated a project together with Norway last

year – only Sweden missing”


GREAT FOCUS ON INTERNATIONAL COOPERATION “

STRONG INNOVATION PROFILE “



”Our main goal as a cluster is to develop and deliver new

products on the market by supporting innovative projects.”



Offers a wide network of foreign clusters, which facilitates potential

and innovative collaborations.

Governmental funding is important to Materalia in order for them to

participate in innovative research projects.




GERMANY – M.A.I CARBON 1(2)


THE CLUSTER IS MAINLY MADE UP OF FAMILY-OWNED SMES IN THE AUTOMOTIVE INDUSTRY


Ambitious

International outlook

Represents German SMEs called

“Mittelstand”

Young, dynamic management team

Based in Bavaria, southern Germany

Activities revolve promotion and research for the usage of carbon within

the automotive, aerospace and mechanical engineering field. The cluster

covers the whole value chain from manufacturing to recycling

A regional cluster with state funding and an international outlook

The cluster has 107 partners whereof; 50 % SMEs that are mainly

suppliers to the automotive industry. 20 % larger companies, e.g. BMW,

Audi, Airbus, Siemens. > 20 % are educational and research institutions

(such as Fraunhofer-Gesellschaft)

Collaborative projects are either initiated by the Board or by one of the

members

Interviewed: Sven Blanck



Yes

Title: Project Manager and Controlling


Phone: +49 (0) 821 26 84 11-15

Website: www.carbon-composites.eu

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Stamping

Local support

&

International

programs

Organizational

structure

The cluster’s Board is elected by the members and has two main

responsibilities:

Establish strategy, suggesting what the cluster should focus on

Evaluate new projects from a technical point-of-view

Members have to be able to add expertise to the value chain

The Cluster receives financial support from the state. The founding goes

only to projects, not to management. Projects financed 50/50 by state and

partners

Further income through membership fees and consulting services

Very open to international collaboration, current discussions with Korea,

USA, Norway (GCE Node)

POSITIONING

CONTACT DETAILS




http://www.carbon-composites.eu/




THE CLUSTER SEEKS INTERNATIONAL COLLABORATION FOR BENCHMARKING AND TO ATTAIN I INTERNATIONAL ATTENTION

”Our measure for internationalisation are that we enable

universities and technical universities to connect with

international counterparts by initiating projects”

Sven Blanck – Project Manager and Controlling

ENABLER FOR INTERNATIONAL COOPERATION “

PROJECTS FOLLOW TWO KINDS OF GOALS “


One of 15 “Spitzencluster” in Germany, as selected and supported

by Ministry of Science, Research and Economy

Close connection between companies and R&D

Engaged, young, motivated with a thirst for international

recognition and benchmark

Wide pool of expertise

If carbon is of interest to TechTank, then it is recommended to

reach out to this cluster

1) Technological development

2) Raising public awareness

e.g. the cluster organised a carbon fair at German museum,

highlighting its benefits for light weight construction


GERMANY – M.A.I CARBON 2(2)



Stamping


ROMANIA – AUTOMOTIVE SOUTH WEST

COMPETITIVENESS POLE 1(3)


SUSTAINABLE DEVELOPMENT OF THE AUTOMOTIVE SECTOR WILL BE ACHIEVED BY COMPETITIVENESS INCREASE


Supporting entrepreneurship

Stabilizing the workforce in the region and

increasing employment

Improving communication between

consumers, manufacturers, educational

institutions and public authorities

Increasing regional cohesion between

companies in the automotive industry

Based in Bucharest, the pole aims to increase its competitiveness through

joint participation in national and international projects, at national and

international forums

Participation and/ or initiation of training, research, development,

innovation projects

Collaboration with national and international institutions, organizations,

competitiveness poles in order to ensure the sustainable development of

the automotive sector in the South West Oltenia region

Reporting opportunities on new sources of financing for projects of

common interest

The pole has a total of 37 members: manufacturers of automobiles and

auto parts, design firms, educational institutions, research and

development institutes, non-governmental organizations, public authorities

Main public stakeholders: South-West Oltenia Regional Development

Agency, Industrial Parc Craiova, Craiova City Hall, Dolj County Council,

University of Craiova, Dolj County School Inspectorate, Romanian

Association for Technology Transfer and Innovation

Main private stakeholders: Ford Romania, Nextrom Industries, Avitech Co.,

Aptus Software, Tour Impex Mapamond MD, Evobrand, INDAELTRAC,

Uranus

The pole has implemented an integrated package of seven projects (1

investment project, 2 research, development and innovation projects, 3

"soft" projects) with a total value of approximately 8.5 million euro

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Yes

Name: Ms. Mihaela Lupancescu

Title: Director of the Regional Marketing

Compartment


Phone: +40 251 411 869/ +40 724 221 050

Website: http://clustero.eu/automotive-south-

west-oltenia-pole/

POSITIONING

CONTACT DETAILS

Stamping


http://clustero.eu/automotive-south-west-oltenia-pole/














INTERNATIONAL COLLABORATIONS SHOULD LEAD TO TRANSFER OF KNOWLEDGE, BEST PRACTICES AND EXPERIENCE EXCHANGE


The founding members are: South West Regional Development Agency Oltenia, the

University of Craiova, Faculty of Mechanics, Ford and the Municipality of Craiova

The Cluster Management entity is South West Oltenia Regional Development Agency

General meetings take place on a regular basis and objectives and tasks of the general

meeting are defined and accepted

The new members are assigned by submitting a registration form and adhesion

The cluster is financed by projects implemented through various funding programs. No

membership fee is charged

The local authorities and the government can establish methods of support for funding

clusters

Public entities have the role of catalysts of the cluster

The Pole aims at collaboration with other international competitiveness poles, in order to

create strategic partnerships

South-West Oltenia Automotive Competitiveness Pole was part of the target group of

the CLUS3 project, which was implemented through the "Towards World-Class

Clusters: Promoting Cluster Excellence “

The cluster has also signed a cooperation agreement with Cluster House in order to

establish The Balkan Cluster Network

Local support

&

International

programs

Organizational

structure

Stamping


THE POLE’S FOCUS IS COMPETITIVENESS INCREASE AND INTERNATIONAL COOPERATION

”One of the key activities of our cluster is the collaboration with

other national and international competitiveness poles, in order

to create strategic partnerships”

”South-West Oltenia Automotive Competitiveness Pole won a

bronze medal in an international cluster competition”

Ms. Mihaela Lupancescu – Director of the Regional

Marketing Compartment

THE POLE’S VISION IS COMPETITIVENESS INCREASE “ STRONG FOCUS ON INTERNATIONAL COOPERATION “

PROGRAMS OF MATCHING WITH SIMILAR CLUSTERS “


The cluster is successful because it implemented an integrated

package of projects and that has created the premise of the

implementation of new projects in the future

The involvement of the pole in international projects such us CLUS3

and COSME has helped them to reach scale and international

outreach

Coordination and the ensuring of the synergies of the member

organizations and theirs activities in partnership with maintaining the

specificity and independence of each of them is specific for this pole

Business Sweden recommends Region Blekinge to initiate a

potential collaboration with this pole

”South-West Oltenia Automotive Competitiveness Pole has

signed a cooperation agreement with Cluster House in order to

facilitate cooperation”



“Our vision is to increase the competitiveness in the region by

developing an automotive pole with activities in the training field

and in making new investments, technological transfer and

enhancement of the collaboration between the University of

Craiova and the automotive companies, in order to develop joint

applied research projects, such as in the field of electro mobility”








Stamping


SLOVENIA – TECOS 1(2)


TECOS IS AN INDUSTRIAL CLUSTER WITH A VAST R&D FOCUS


A non-profit cluster founded by public

stakeholders, but has vast bottom-up

dynamics

Cutting Edge Equipment

Export driven

High R&D Focus

Wide range of expertise in the high-tech

mechanical engineering sector

Activities of the cluster include using CAE analyses and other supporting

technologies in order to consult its members in designing optimized

products and achieve stable production processes and more.

Based in the industrial county of Celje, TECOS has a national scope

representing the tool manufacturing and processing industry of Slovenia.

72 members; 55 SMEs and 9 larger companies , 8 research centers.

Collaborates with University of Maribor, University of Ljubljana and

Polymer Technology College. Public stakeholders include Government of

Slovenia, Municipality of Celje and Slovenian Chamber of Commerce.

Organizes annually over 50 promotional events; seminars, best practice

exchanges, conferences, educational trainings and networking activities.

The cluster has a director who reports and makes proposals to a Board of

directors. The Board consists of representatives from the Ministry of

Economy, Ministry of Science, Slovenian Chamber of Commerce and

Municipality of Celje.

The cluster assigns members based on their relevance of the profile.

The cluster is financed through membership fees and public funds.

Private and research interests prevail. Public entities are stakeholders and

sit in the Board.

High level of internationalization; is a representative body of ISTMA

(International Special Tooling and Machining Association), cooperates

actively with associations and research institutions from Spain, Germany,

Netherlands and Austria. Established collaboration with SWEREA.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Yes

Name: Dr. Aleš Hančič

Title: Managing Director


Phone: +386 3 490 0921; +386 4 139 1155

Website: http://www.TECOS.si/

The majority of these operate in the material processing, tool manufacturing and automotive industries. A few work in the electronic installation, export and tool testing industries.

POSITIONING

Stamping

CONTACT DETAILS


http://www.tecos.si/

http://www.tecos.si/


TECOS IS INTERESTED IN A COLLABORATION WITH TECHTANK

”Since Slovenia has a small local market it finds its business

opportunities in export. We have hundreds of SMEs in the

market of polymer processing and tool manufacture which

produce to the European automotive sector”

Mr. Aleš Hančič – Managing Director

INDUSTRIAL INTEREST PREVAILS “ EXPORT DRIVEN “

STONG FOCUS ON QUALITY “

Underwater Tech IoT IT Security

Keeping members and equipment up-to-date is important: TECOS

companies operate with state-of-the-art equipment and actively

follows and encourages the latest trends in production technologies.

Coherence: TECOS has for a long time worked closely with their

members, which has led to them earning the members’ trust as a

technical problem solver and as a business provider.

High quality in leadership and management: TECOS allows great

bottom-up dynamics which empowers the members and makes their

activities collectively fruitful.

”We actively and continuously improve all levels of our

organization. Our employees attend workshops, fairs,

conferences scientific lectures and other”


”TECOS is a cluster but also a technological centre. We

understand in depth the technical problems and other difficulties

that these companies might have. For 23 years we have worked

with them closely and earned their trust as a competent problem

solver and a business provider. Our areas of work can be

divided into: Industrial projects 50 %, national projects 10 %,

international projects 40 %”



Marine informatics


SLOVENIA – TECOS 2(2)


Stamping

BUSINESS SWEDEN

PORTUGAL – INSTITUTE OF SCIENCE AND INNOVATION

IN MECHANICAL AND INDUSTRIAL ENGINEERING (INEGI)

1(3)

Key

stakeholders

& Nature of

collaboration

Key activities

& Location

Based in Porto, INEGI is an industry-oriented research and technology

organization (RTO) in the field of mechanical and industrial engineering.

INEGI’s research activity covers the areas of new technologies for advanced

production processes, experimental mechanics, applied mechanics, energy,

new materials and the development of new products and systems.

Core competences and research topics are:

(a) Automation, Instrumentation and Control, (b) Vibrations and

Acoustics, (c) Non-destructive testing and Experimental Stress

Analysis, (d) Structural Modelling and Simulation, (e) Fire and

Smoke resistant materials, (f) Tribology and Industrial Maintenance,

(g) Composite Materials and Structures, (h) Metal Forming and

Casting, (i) Advanced Materials Processing Technologies, (j) Rapid

Prototyping and Rapid Tooling, (k) Additive and Subtractive

Manufacturing and Hybrid Joining, and (l) Process Simulation

INEGI has 94 members, including the University of Porto, corporate

associations, public entities and private companies.

INEGI is open for collaborations and works together with several centres of

excellence and clusters, both at a national and an international level.

Centres of Excellence: Collaborations are typically established either

as co-projects funded by different R&D funding schemes, by sharing

the supervision of post-graduation students or by the co-organization

of thematic R&D events (e.g. seminars and workshops).

Clusters: Baseline collaborations with are typically established in the

frame of large collaborative projects joining companies, RTOs and

academic partners.


INEGI HAS A WIDE RANGE OF CORE COMPETENCES

POSITIONING

Interviewed: Yes


Openness to collaboration with TechTank:

Yes, but each request needs to be internally

discussed and evaluated

Name: Mrs. arta Oliveira (and Manuela

Nogueira)

Title: Head of Integrated Projects


Phone: +351 229 578 710

Website: www.inegi.pt

CONTACT DETAILS

Active on an European level

Collaboration are seen as important in order

to increase impact

Driven mainly by private entities

Academically driven

Stamping

10 APRIL 2017 90



http://www.inegi.pt/

BUSINESS SWEDEN


IN MECHANICAL AND INDUSTRIAL ENGINEERING 2(3)

Local support

&

International

programs

Organizational

structure

The organizational structure is based on three pillars of expertise: (a)

Research, (b) Innovation and Technology Transfer and (c) Consultancy and

Services.

INEGI is governed by a Board of Directors consisting of five members, most of

whom are representatives of private entities. The Board of Directors reports to

a General Assembly which be made up of their members.

INEGI is financed by membership fees as well as through collaboration models

and services paid for by third parties or members (members are subject to

special discounts).

INEGI is not dependent on support from a specific region and/or Government.

Among the members there are a couple of public entities, but they have no

organizational role, i.e. they collaborate as potential customers.

INEGI is active in the main European and National technology platforms and

initiatives related with materials, manufacturing technologies and transports,

specifically in EFFRA (European Factories of the Future Research

Association), EARPA (the association of automotive R&D organisations), and

ESA (European Space Agency). INEGI is also present in international and

national expert panels, consulting committees and sectorial industry clusters.

INEGI IS AN INDEPENDENT INSTITUTE PART OF SEVERAL EUROPEAN PLATFORMS

Underwater Tech Marine informatics IoT IT Security Stamping

10 APRIL 2017 91


BUSINESS SWEDEN


IN MECHANICAL AND INDUSTRIAL ENGINEERING 3(3)



“INEGI is fully committed with the R&D collaboration at

European level, being active in the participation in several

technological platforms and European R&D programs”


PRIVATE INTEREST PREVAILS “ STRONG FOCUS ON INTERNATIONAL COOPERATION “

PROGRAMS OF MATCHING WITH SIMILAR CLUSTERS “ Several core competences and strong support from private industry

to secure funding and success.

Open to collaborate with other centres of excellence and clusters,

preferably in large collaborative projects (clusters) or co-projects

funded by different R&D Funding schemes (centres of excellence).

Fully committed to both national and international collaborations

“INEGI often forms partnerships with other R&I institutions in

terms of expertise”

INEGI Annual Report 2016

“Different platforms at EU-level are an important source for

several collaborations between INEGI and other Centres of

Excellence/clusters”


“More than 50% of its total turnover of 8.0 million euros comes

from R&D and innovation projects funded by the industry”


OPENNESS AND COMMITMENT TO COLLABORATION IMPORTANT TO INEGI

Stamping


10 APRIL 2017 92



SWITZERLAND – INSPIRE AG 1(2)


INSPIRE AG IS SWITZERLAND’S LEADING CENTER OF EXCELLENCE WITHIN MANUFACTURING WITH FOCUS ON SMES


Industry driven Centre of Excellence

with focus on:

Machine Technology

Electro Technology

Metal Technology

Research oriented

Public Private Partnership

SME focused

Inspire is located in Zurich and is a spin off from ETH Zurich

Inspire AG is a industry run Centre of Excellence which is leading in

Switzerland in the fields of Machine, Electro and Metal

4 running projects; Innovative Composite Structures, Innovation Centre

Virtual Reality, Innovation Centre for Additive Manufacturing Switzerland,

Institute for Machines and Development

Inspire consists of 21 entities in total: 8 academic partners (among them

BTH in Blekinge and Chalmers) and 13 industrial partners (among them

Volvo Group and Siemens)

Inspire AG has 73 co-workers at present (ca 60 Scientific staff)

Inspire cooperates with other Swiss clusters, like Sustainable Engineering

Switzerland, but also with international research clusters like EUSPEN

Executive Board: ETH, industry representatives and researchers have a

vote. SERI (government agency) are represented but has a passive role

Inspire is run as a limited company but all profits are reinvested in research

Inspire is financed to 30% by the Swiss federal government, 30% from the

Industry and 30% from external consultancy projects

Inspire AG is a Public-Private Partnership where the state has a passive

role as a financer and supervisor

Inspire AG cooperates with European clusters like EVIGeM European

Virtual Institute of Geometry Measurement and has close collaboration

with German competence centers

The cluster is interested in deepening the cooperation with Nordics and to

understand funding opportunities for joint projects

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Yes

Name: Mr. Martin Stöckli

Title: COO


Phone: +41 44 632 6564

Website: http://www.inspire.ethz.ch

POSITIONING

CONTACT DETAILS

Stamping


http://www.inspire.ethz.ch/

http://www.inspire.ethz.ch/


INSPIRE IS OPEN TO DEEPEN COLLABORATION WITH TECHTANK

”Our international cooperation has grown organically, especially

with German partnerships. Another example is our cooperation

with BTH that grew from that one of our colleagues moved to

Sweden”

Mr. Marin Stöckli – COO Inspire AG

PRIVATE INTERESTS DRIVE STATE FUNDING “ ORGANIC GROWN INTERNATIONAL COOPERATION “

FINANCING IS A PRECONDITION FOR COLLABORATION “


Inspire AG´s success lies in their ability to work together with SMEs

the unique relationship to ETH Zurich

Inspire has a small but selective international collaboration, with

mostly European entities, which has grown organically

Inspire AG is open to deepen their cooperation with Sweden and

Swedish Centers of Excellence like TechTank

Finding a joint funding solution is essential to get a collaboration

project running

”Inspire are always open for international collaboration,

especially with Sweden since we have experience of working

with Swedish companies and universities. However, for new

collaborations to emerge, be it joint R&D or other formats, a

sustainable funding model is essential”

Mr. Martin Stöckli – COO Inspire AG

”Due to the strong industry demand and trends within additive

manufacturing and industry 4.0, we have received a 10%

increase in governmental funding over the next 4 years”

Mr. Martin Stöckli – COO Inspire AG



SWITZERLAND – INSPIRE AG 2(2)


Stamping



MASOC IS INTERESTED IN COOPERATION WITH REGION BLEKINGE


POSITIONING

Engineering and metal sector focus

Lobbying

Export facilitation

Education

Business climate within industry (taxes,

investor incentives etc.)

Based in Riga, MASOC is administrated by the Latvian Association of

Mechanical Engineering and Metalworking Companies.

MASOC has a national-wide scope with member companies from all over

Latvia

MASOC is an association with 160 members, consisting mainly of

companies but also 10 technical educational institutions.

MASOC has EU financing for 3 main areas: 1) Administration of subsidized

educational programs within metal processing 2) Cluster initiative for SME

member export facilitation 3) Managing of “Competence Center” where

companies may receive EU co-financing for new product development

The general assembly appoints a council which consists of elected

representatives who appoint a Board of three people which together with

two permanent employees run the day-to-day operations.

MASOC is financed through membership fees and EU funding. The

funding is spent on export facilitation for mainly SME’s – foreign

exhibitions, delegations and matchmaking activities.

MASOC Cluster initiative is co-financed by the European Regional

Development Fund, hence public funding is significant.

The Association collaborates with companies’ unions, associations and

cluster organizations in different countries. Cooperation agreements are

concluded with organizations in the Baltic States, Russia, Kazakhstan,

Germany, Finland and other countries.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

CONTACT DETAILS

Interviewed: Yes



Yes

Name: Andris Sekacis

Title: Chairman of the Board


Phone: +371 67 554 825

Website: http://www.masoc.lv/en

LATVIA – ASSOCIATION OF MECHANICAL ENGINEERING

AND METALWORKING (MASOC) 1(2)

Stamping


http://www.masoc.lv/en

http://www.masoc.lv/en


“The association collaborates with companies’ unions,

associations and with cluster organizations from different

countries. Cooperation agreements are concluded with

organizations in the Baltic States, Russia, Kazakhstan,

Germany, Finland and other countries. We have had 4 Erasmus

cooperation projects with Lithuanian, German, Estonian and

Slovakian organizations”

Mr. Andris Sekacis – Chairman of the Board


PROGRAMS OF MATCHING WITH SIMILAR CLUSTERS “ The largest and leading opinion leader within metal processing and

engineering in Latvia.

160 members from one sector is a fairly large number in Latvia.

Business Sweden believes that MASOC and its cluster initiative

could become a very good partner to Swedish clusters and centers

of excellence in metal /engineering sectors due to their serious

member companies, long experience, good reputation and

professional organizational structure.

“MASOC cooperates closely with local industrial associations

and clusters e.g. LETERA (Electrical Engineering Association),

IT Cluster, Woodworking Association. MASOC is very open for

cooperation with Swedish organizations and companies from

metal processing and other similar sectors. So far we have

closest cooperation with Danish companies and organizations”


“We have made an effort to take part in EU financed

Horizon2020 program for development of closer cooperation

with Finnish and Swedish organizations, but unfortunately our

application was declined. Though we would like to cooperate

with Blekinge or other Swedish Clusters, Competence Centers,

companies with industrial focus”





LATVIA – ASSOCIATION OF MECHANICAL ENGINEERING

AND METALWORKING (MASOC) 2(2)


Stamping

BUSINESS SWEDEN

POLAND – POLISH ALUMINIUM CLUSTER 1(2)


LARGE PLAYERS FROM THE SECTOR INVOLVED IN THE CLUSTERS’ ACTIVITY


The largest venture in Poland involved in

aluminum sector

Innovation-driven

Focuses on local needs

Based in Dąbrowa Górnicza, the main goal is to implement innovation,

development of technology and knowledge transfer between its members,

also promotion and joint development of the aluminum market in Poland,

development of human resources as well as education of its members.

From the beginning the cluster was focused on regional development but the

impact it creates covers the whole country.

96 members consisting mostly of companies,15 large production companies;

4 technical universities, a couple of branch organizations, regional chambers

of commerce, municipalities like Czestochowa City and research institutions.

The members are focused on R&D cooperation, support new investments

and development of the enterprises by arranging of conferences, seminars,

workshops and more.

The cluster acts as independent body and is governed by a General Meeting

of members. The GM chooses the Board and the cluster management.

Decisions are taken by the Board and the Management.

New members have to fill out declaration and to receive a positive

assessment from the Board.

The cluster is financed from Membership fees. The cluster is not dependent

on support from a specific region or the government.

Public entities in the cluster provide support for cooperation links.

The cluster has little experience of internationalization. It has participated in

Aluminum Fairs in Dusseldorf and had an article about the Cluster published

in the local German branch press.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Yes

Name: Ms. Joanna Bieniek

Title: Finance and Administration Director


Phone: +48 607 632 057

Website: http://www.polskiealuminium.pl/pl/

Stamping

POSITIONING

CONTACT DETAILS

10 APRIL 2017 97


http://www.polskiealuminium.pl/pl/

BUSINESS SWEDEN

STRONG COLLABORATION WITH REGIONAL INSTITUTIONS AND ORGANIZATIONS

”Many large producers of aluminum profiles, doors and

windows are among our members. They already cooperate with

partners abroad. As for the cluster, it would be very beneficial to

develop international networking as much as possible”

Ms. Joanna Bieniek – Finance and Administration Director

R&D ACTIVITIES IMPORTANT FOR THE BUSINESS

ENVIRONMENT “ BIG INTEREST IN INTERNATIONAL COOPERATION “



The cluster has an extensive program of R&D activities and

participation of large companies in a constantly improving and

expanding cooperation.

The cluster has managed to gather important players within the

aluminum sector e.g. large producers, important technical

universities and research institutes

The cluster has created a large, nation-wide network with innovation

as its driving force

The cluster has some potential as a cross-border cooperation

partner, however it has not managed to establish international

network for over 20 years of its operations

”The cluster focuses on collaboration with similar clusters, and

regional chambers of commerce within innovation technology,

transfer of knowledge and promotion events. The cluster has a

large potential which should be used for its further growth and

for meeting individual needs of its members such as the search

for qualified specialists on the labor market”


”The Polish Aluminum Cluster has an independent advisory

organ called Scientific Council whose main task is to analyze

the research of their members and combine it with R&D works

carried out by universities and to develop the directions for the

future”



POLAND – POLISH ALUMINIUM CLUSTER 2(2)


Stamping


10 APRIL 2017 98


NO PRIORITY



Interesting cluster but has not answered any email or phone calls despite

several attempts.

If the cluster gets back to Business Sweden Benelux, then they will get in

contact

Belgium

Materials

Research Cluster

Gent

Stamping

INTERNET OF THINGS



INTERNET OF THINGS – SELECTED AND RECOMMENDED




Two clusters, Belgian IoTBE and UK’s Cambridge Cluster, refused to

provide Business Sweden with information about their operations



Norwegian iKuben, Danish Internet of Things Center, French Citc IOT

Cluster and Polish R&D Cluster of the Internet of Things

Belgian Imec, Finnish Ficom, Irish IT@Cork and Latvian IT Cluster have

potential, although Imec’s R&D component prevails whereas the other

clusters are very generic.



Estonian Internet of Things LAB is disqualified in this stage, due to its

small laboratory and because it preforms almost no external cooperation

on a local, national or international level.

COMMENTS

QUALIFIED

LEVEL 1

High Potential

LOW POTENTIAL

Based on the

interviews

QUALIFIED

LEVEL 2

Medium Potential

DECLINED TO

RESPOND

UK

BELGIUM

POLAND



POTENTIAL


CLUSTER NAME

NORWAY iKuben

FRANCE CITC IoT Cluster

FINLAND Ficom

BELGIUM

LATVIA

Imec

DENMARK Internet of Things Center


ESTONIA

IoTBE

IRELAND IT@Cork

COUNTRY


Internet of Things LAB Polish R&D Cluster of the Internet of Things

IT Cluster

The Cambridge Cluster


THREE TYPES OF CLUSTER ENTITIES IDENTIFIED

2

RESEARCH IN THE CORE

Generally, the collaboration started off as a

research project of a university with further

aspirations to connect with the industry or

serve the industry with IoT knowledge

International cooperation is done primarily

through research projects with other

international technical universities

Two such clusters identified during the

course of this project: Danish IoT Center,

which has gradually evolved into cluster-like

entity and prioritized by BuS and Estonian

IoT lab, which is not prioritized being too

small and yet in a start up phase for being a

conventional cluster

TRIPLE HELIX IoT DEVELOPMENT

Often established in response to the local

Government’s strategy to enhance

competitiveness of the local communities

and companies within the IoT field

Have scale and scope and developed R&D

component as well as public and private

interest participation, international profile

and inter-clustering

Clear examples are: French CITC IoT

Cluster, Norwegian iKuben and the Polish

R&D cluster of IoT

All of the clusters in this category have been

prioritized by BuS

BROAD IT FOCUS

IoT as an area picked up by existing national

or local generic IT Clusters

In most of the cases, bit clusters with strong

private participation, however interests are

scattered among large number of

specialization areas, where IoT is usually

one of them and has small weight

The are clusters such as for example: Finnish

Ficom, Irish IT@Cork, Latvian IT Cluster, etc.

These clusters have slightly better developed

international profile, however, in their majority

ranked as the ones with medium potential for

Region Blekinge due to diluted focus

NARROWLY FOCUSED AND RESEARCH-DRIVEN CLUSTERS ARE PRIORITIZED BY BUSINESS SWEDEN

University driven

with IoT focused lab

Narrowly focused

IoT cluster

Generic IT cluster

with IoT as small area


1 3


PUBLIC FUNDING IS COMMON AMONG RESEARCH

DRIVEN CLUSTERS


Chicago PUBLIC FINANCING DOMINATES IN MOST OF THE CLUSTERS PRIORITIZED BY BUSINESS SWEDEN

UNIVERSITY

AS A CORE

PRIVATE FUNDS

AS A CORE

GOVERNMENT DRIVEN

OR DUAL FINANCING

IoT as a field of research and development is driven by the universities in the several selected countries,

therefore the core financing is made through the university budget with additions by other partners

For example, Danish IoT Center is managed by Technical University of Denmark (DTU) and primarily

funded by DTU Compute and Danish Innovation network InfinIT (additionally works with EU funds)

Estonian IoT Lab is driven by Institute of Computer Science of the University of Tartu and co-financed by

the Estonian Research Council

Clusters with prevailing private and/or commercial research focus rely on private companies’ financing or

membership fees. This model is common amongst: Belgian IMEC (75-80% financed by private companies;

10% - EU projects, the rest - Flemish Government); Finnish Ficom (financed by membership fees, but also

seminar fees and small portion of government funded projects); Irish IT@Cork (financed by member

companies and is to a smaller extent financed through municipal grants)

Clear financing pattern across all areas in several selected countries. This finance model dominates in most

of the highly prioritized clusters:

Norwegian iKuben is by 50% financed by the government and municipalities. 50% by private actors

French CITC IoT Cluster depends on both regional support (Lille Métropôle, Région Nord-pas de Calais),

national, public funding and European support, in order to finance their association and their cluster activities

Polish IoT cluster is fully dependent on public financing through Lublin Science and Technology Park

FUNDING MODELS

BUSINESS SWEDEN

INTERNATIONALIZATION IS PRIORITIZED BY ALL,

COOPERATION ON ACADEMIC LEVEL IS MOST COMMON

INTER-CLUSTERING HAS TAKEN OFF IN THIS AREA, MOST ARE OPEN FOR COOPERATION

International cooperation is a well-established

matter and driven by the academic R&D or

inter-university partnerships

Norwegian iKuben has established academic

cooperation with Stanford and Berkeley

universities; Danish IoT Center cooperates

with Karolinska; Polish IoT cooperates with

Technical University of Lviv

A number of clusters participate in specific

EU and/or other international programs and

grants

Danish IoT Center cooperates in the

framework of T-CREST, ECSEL Joint

Undertaking, Horizon 2020; while Poland

implements project CyCLE with partners from

eight EU countries

ACADEMIC INTERNATIONAL PROGRAMS

Most of the interviewed clusters have

specifically indicated their proactive

internationalization through partnering-up

with similar clusters, i.e. inter-clustering

Overall, the trend has just started and the

clusters aren’t that internationalized, except

the ones with strong R&D component, or

niched clusters as Belgian Imec

INTER-CLUSTERING

SELECTED MODELS OF INTERNATIONAL COLLABORATIONS

Petri Aaltonen – Managing Director

Ficom – Finland

”Yes, we do have international cooperation,

especially with Sweden We would be very

interested in working with companies in Sweden,

since we already have an established

relationship with entities in the country”

“I would be interested to apply through

NordForsk for a Nordic University Hub on IoT

together with Lund University and Blekinge

Tekniska Högskola”

Mr Paul Pop – Director

Danish IoT Center Mr Michał Pukacz – Cluster Coordinator

Polish R&D Cluster of IoT

”We know how important it is to build an effective

networking internationally. That is why we are

looking for partners from outside the borders of

our country, who have converging goals and

interests aligned with ours”

VOICES FROM THE MARKET

“ “ “

10 APRIL 2017 105



PRIORITIZED CLUSTERS OPERATE PRIMARILY THROUGH

PROJECTS & EVENTS

COMMON MODELS OF

COOPERATION WITHIN

INTERVIEWED CLUSTERS

RESEARCH PROJECTS EVENT & NETWORKING

INCUBATORS SYNERGY GROUPS

Commercially driven clusters rely on conferences, export

oriented delegations, workshops and trainings. That is

especially accustomed by Irish IT@Cork, Latvian IT

Cluster and to a smaller extent by Polish IoT Cluster.

Other clusters also have an Event & Networking

component, however more as a

secondary tool.

Exceptionally, some clusters run business incubators for

the start ups in the IoT area. This form of internal

cooperation is particularly strong in Polish IoT cluster

French CITC IoT Cluster runs synergy groups as a base

for initiation of any project, interaction or financing per

se. This model is utilized by French clusters across most

of the analyzed areas. Otherwise, no segmentation is

tracked in this area

Research projects are key components for cooperation

in the selected clusters. For example, Belgian IMEC

cooperates with cluster partners such as universities,

Governmental R&D entities, companies through defined

research projects. Danish IoT Center and Norwegian

IKUBEN also interact through

specific R&D projects.

IOT SPECIALIZED CLUSTERS RELY ON COOPERATION THROUGH R&D PROJECTS

1

3

2

4




WHAT REGION

BLEKINGE COULD

LEARN AND APPLY

Define the focus group of IoT clusters to open up

discussion about cooperation with, i.e. generic IT vs

narrowly-focused IoT, academia driven vs conventional

cluster format

Outline the research profile to present to potential

European partner clusters

Intensify project based cooperation with local and

international partners

Consider diversification of funding through membership

fees and commercialization of selected projects to re-

invest a share in R&D

Equally tap into Government funded projects on the

national level

Narrow Blue Science Park’s focus and try to specify aims

and focus areas within IoT

Geography-wise prioritize cooperation with the clusters in

Scandinavian countries, which top the list of the most

advanced European IoT clusters

Otherwise, facilitate communication with high and

medium-ranked clusters interviewed by Business

Sweden:

High: Danish IoT Center, French CITC IoT Cluster,

Norwegian IKUBEN, Polish R&D Cluster of IoT

Medium: Belgian IMEC, Finnish Ficom, Irish IT@Cork,

Latvian IT Cluster

Project-based cooperation is common among developed

clusters

Strong R&D component is essential and allows the

cluster to transform into self-sufficient entity (not

dependent on public funds) through commercial

cooperation with the private companies

Direct public interest, or indirect financing is important in

driving costly R&D projects

Private companies’ participation in the selected R&D

projects ensures high pace of innovation and

commercialization of that

International academic collaboration has put many

comparable clusters on the international map

A strong connection to universities and R&D centers is

important in this field, possibly due to its novelty

Narrowly focused clusters are more competitive

internationally compared to generic ones

Participation in EU funded cross-border programs

stimulates cooperation with potential new partners

Nordic countries are in the list of the most advanced IoT

centers in Europe, therefore natural collaboration

opportunities in the region

Inter-clustering has taken off as a concept, most of the

interviewed clusters have accelerated pace of

establishing cooperation with relevant counterparts


CREATE A PROPER POSITIONING OF THE PROFILE FOR INTERNATIONAL COOPERATION



NORWAY – IKUBEN 1(3)


A CLUSTER OF INTERNATIONALLY ORIENTED INDUSTRIAL COMPANIES

POSITIONING

International oriented industry driven

Digital focus, i.e. “industrial internet”

Strong academic collaborations

Competence-driven, facilitates

arenas for learning

iKuben is a cluster of internationally oriented industrial companies in Møre

and Romsdal. Most cluster firms supply systems and components and/or

performing state inspection and maintenance of advanced systems in the

maritime sector and the oil and gas sector.

iKuben’s ultimate goal is to increase the competence in the region as well

as prepare member organizations for the digital future

They want their member organizations to gain competitive advantages by

pushing them forward in terms of digitalization i.e. VR, AR, IoT.

39 international oriented organizations including Molde University College

and Møreforsking

The cluster members strengthen their competencies within relevant focus

areas through joint R&D projects, seminars and training

iKuben facilitates plattform for learning and exchange of experience

They want their member organizations to gain competitive advantages by

pushing them forward in terms of digitalization i.e. VR, AR, IoT.

Key

stakeholders

& Nature of

collaboration

Key activities

& location


Interviewed: Yes



Park: Yes

Name: Hilde Aspaas

Title: CEO


Phone: +47 97 71 51 35

Website: www.iKuben.no/

CONTACT DETAILS


http://www.ikuben.no/




IKUBEN HAS A GREAT ACADEMIC COOPERATION WITH THE SAN FRANCISCO BAY AREA

The cluster’s daily operations are governed by the Board consisting of 8

member organization representatives. All members come together once

every year for the annual meeting where larger decisions are taken, each

member has one vote. Twice a year all owners meet to define short term

strategies and follow up projects.

Members are assigned in two ways. iKuben sometimes approach

companies themselves and sometimes the companies send in open

applications which are followed by a selection process.

iKuben is part of the Arena programme and is thus financed by the

Norwegian Government as well as by member companies and partners

The cluster 50% financed by public actors (Government, municipalities)

and 50% financed by private actors (member companies, private sponsors)

Financially, they are dependent on the government as well as the region

where they operate (Møre og Romsdal fylkeskommune)

The public entities also act as observant of the cluster. Making sure the

money is spent well and correct

iKuben has a great academic cooperation with the San Francisco Bay Area

including Stanford and Berkeley University. They are very interested in

collaborations with other international clusters.

Local support

&

International

programs

Organizational

structure



WANT MEMBER COMPANIES TO GAIN COMPETITIVE ADVANTAGES BASED ON COMPETENCE

”We are competence driven, we want our member companies

to gain competitive advantages based on competence”

Hilde Aspaas – CEO

DIGITAL FOCUS “ COMPETENCE DRIVEN “

INTERNATIONAL ACADEMIC COOPERATIONS “ Competence driven cluster with great international academic

collaborations in place

They focus on what they call Industrial Internet, i.e. industrial

digitalization which is an essential part for the success of industrial

companies today and in the future

We recommend to get in contact with iKuben and discuss a potential

collaboration

”We have strong academic cooperation's with the San

Francisco Bay Area including Berkeley and Stanford University”


”We prepare our member companies for the digital future”







DENMARK - INTERNET OF THINGS CENTER 1(2)


THE CENTER IS ONGOING INITIATING SEVERAL WAYS OF COOPERATIONS WITHIN THE EU


POSITIONING

Strong security focus

An academic interest

Solution oriented research

Collaboration between researchers and

practitioners

A research center driven by Technical University of Denmark (DTU) in

Lungby with the main objective to be a driving force in IoT research.

Ideally, the center would like to be seen as a way to contact researchers

working on IoT in Denmark, and in the future also in the Øresund region.

Wants to be a matchmaker between industry and researcher.

Cooperates directly or indirectly through research projects together with

approximately 150 other research institutions and companies.

Cooperates in projects and consortium with research institutions such as

Technical University of Vienna, University of York and Aalborg University.

Organizes matchmaking events linking industry and research.

The Board is represented by professors and associate professors from the

university, specialized in different topics within IoT.

The Centre Director is currently coordinating the topic chairs. However the

cluster is in the process of formalizing the decision process to have a

steering committee that will help the center in establishing a governance

structure.

Research activities are often funded ad-hoc by DTU Compute and the

innovation network InfinIT.

The cluster has a great internationalization interest. They accept grants

from the EU, i.e. T-CREST, ECSEL Joint Undertaking and Horizon 2020.

They also have joined several consortium and projects together with

institutions in Europe, including Swedish institutes i.e. Karolinska Institute.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Paul Pop

Title: Centre Director


Phone: (+45) 45 25 37 32

Website: www.iotcenter.dk/

CONTACT DETAILS


http://www.iotcenter.dk/

http://www.iotcenter.dk/


THE CENTER HAS SPECIFIC SUGGESTIONS OF COLLABORATION PLATFORMS WITH SWEDISH ENTITIES

”There are other entities in Denmark with an IoT focus, but I

would say that they lack the research component”

Mr. Paul Pop – Centre Director

IN THE INITIATING PHASE TO GET INVOLVED IN EU

CLUSTER “ UNIQUE COMBINATION OF RESEARCH AND INDUSTRY “

INTERESTED IN BECOMING CONSORTIUM PARTNERS “

Marine informatics IT Security

Unique combination and matchmaking between research and

industry ensures high level of innovation and quality

Usage and initiation of different platforms of collaboration

Actively seeking funds and grants to keep up research

Still in the process of developing partnerships and building up an

organizational structure

”I would be interested to apply through NordForsk for a Nordic

University Hub on IoT together with Lund University and

Blekinge Tekniska Högskola”


”We are not yet attached to any clusters. We have been in

contact with European Research Cluster on the Internet of

Things (IERC) regarding this, but haven’t followed up on it”



Underwater Tech Stamping IoT

DENMARK - INTERNET OF THINGS CENTER 2(2)




FRANCE – CITC IOT CLUSTER 1(2)


A CLUSTER DEDICATED TO THE INTERNET OF THINGS - WITH A GREAT INTERNAL COMPETENCE AND EXPERTISE


POSITIONING

Internal expertise within the cluster

Innovation-driven

Ecosystem of companies, universities

and laboratories

Company-focused

Based in Lille, CITC IOT Cluster, is a cluster within Internet of Things

(RFID, Bluetooth, NFC etc.). It valorizes its internal knowledge in being

both a research center and a cluster.

CITC IOT Cluster supports and accompanies research projects, organizes

events and develops relations within the cluster. They organize projects

connecting a wide spectrum of industries: health, transport, energy etc.

115 members. The members are mainly IOT companies, but universities,

laboratories, research centers and regional and public stakeholder who

are also present In the members’ list.

The entities are collaborating in initiating project with the support of CITC

(the association). CITC is also initiating synergy groups in order to develop

an inspiring network and ecosystem.

CITC IOT Cluster is led by an Executive Board (15 active members

represented from the different entities within the cluster) and an employed

team responsible for the development and leading of the cluster.

The cluster is financed by public stakeholders on a regional (Lille

Métropôle) and national (French Government) level, and by its members

who pay an annual fee. By being a research center, IOT Cluster also

receives a fiscal aid from the government (Crédit Impôt Recherche)

CITC is also dependent on European support, in order to finance their

activities.

CITC IOT Cluster is interested in developing their international

collaboration on a European level. Already collaborating with a Spanish

cluster. Nevertheless, collaborations on an international level are mainly

realized with international companies (and not other clusters).

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Mohamed Salah Bouassida

Title: Responsible of R&D-projects


Phone: +33 (0)7 78 41 62 58

Website: https://www.citc-eurarfid.com/

CONTACT DETAILS




https://www.citc-eurarfid.com/





”Being both a research center (laboratory) and a cluster, we

valorize our internal expertise and competence. This is a

valuable aspect for our members and helps creating and

accomplishing successful innovation projects.”

Mr. Bouassida – Responsible of R&D-projects

VALORISING ITS INTERNAL EXPERTISE “

INTEREST IN CLUSTER-COLLABORATION “


CITC valorize its internal competence within the association. By

being both a research center and a cluster, they are able to give their

members access to their laboratory and their internal “know-how” .

Collaborations with other clusters, competitive cluster, centers of

excellences have been an important aspect in realizing successful

events through knowledge-sharing, sharing of best practices and in

developing and creating a network.

”We are already collaborating with other clusters within specific

areas of expertise : competitive clusters, centers of excellences,

and other research centers. We are today collaborating with a

Spanish cluster and would like to develop our international

cluster-collaborating.”

Mr. Bouassida – Responsible of R&D-projects


FRANCE – CITC IOT CLUSTER 2(2)




POLAND – POLISH R&D CLUSTER OF THE INTERNET OF

THINGS 1(2)


CLEAR TREND OF GROWTH AND DEVELOPMENT


International focus

Strong collaboration with private

companies

Niche research market

World leading

In-house researchers

Academic programmes

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Based in Lublin, the cluster acts on a voluntary agreement between

business partners, R&D entities and other institutions in the business

environment with the main goal to boost innovation and competitiveness of

Poland within IoT

Focuses on SMEs and R&D entities but without territorial division; covers

and creates impact in the whole country as the largest venture in Poland

involved in IoT

Among the members are ten universities & research institutes, 38

companies (both startups, small and large companies) and three Venture

Capital Funds

Members cooperate within regional programs and conferences; the cluster

leads a cooperation type of business incubator as well

Currently, the cluster has a voluntary agreement but will change the legal

status soon into a Foundation with a Management Board

The cluster coordinator is responsible for all decisions

New members are assigned after a careful evaluation of their activities

The cluster is financed by the Lublin Science and Technology Park

The cluster is dependent on local financial support. Once the foundation is

established, there will be membership fees.

The level of internationalization is not high but still growing. The cluster has

partners in Ukraine (Technical University of Lviv) and is currently

implementing a project called CyCLE with partners from eight European

countries, based on grants from the international program Horizon 2020

POSITIONING

Interviewed: Yes



Park: Yes

Name: Michał Pukacz

Title: Cluster Coordinator & Member of the

Board


Phone: +48 792 071 185

Website: http://www.iofthings.pl/

CONTACT DETAILS


http://www.iofthings.pl/

http://www.iofthings.pl/


FOCUS ON EFFECTIVE DOMESTIC AND INTERNATIONAL NETWORKING IN THE SECTOR IOF

LOBBYING FOR THE IMPLEMENTATION OF

GOVERNMENT PROGRAMS “ STRONG FOCUS ON INTERNATIONAL COOPERATION “

EFFECTIVE USE OF MEMBERS’ POTENTIAL “



POLAND – POLISH R&D CLUSTER OF THE INTERNET OF

THINGS 2(2)



”We know how important it is to build an effective networking

internationally. That is why we are looking for partners from

outside the borders of our country, who have converging goals

and interests with us”

Mr. Michał Pukacz – Cluster Coordinator

”Yes, we lobby for the Polish IOT cluster, we strive to educate

and build the best possible conditions for its development. The

participation in government programs will help us to grow and

develop even more. We also believe that the promotion of IOT

and education is one of our key roles”


”The goal of our cluster is primarily to create a permanent

platform for cooperation, which will facilitate the transfer of

knowledge, experience and innovation between participants and

allow efficient use of their potential in the area of IOF. Besides,

after the change of legal status into a foundation we want to

start more widely commercial activities and maintain mainly

from its own resources”


Key competitive points of the cluster are a very quick growth (hardly

2 years of activity ) within IoT until the role of the largest venture in

Poland in this field

Among members are Venture Capital Funds and many thriving

innovative enterprises focusing on common development through

creative cooperation which make the cluster successful

The unusual thing in its operational profile is a very efficient lobbying

and promotion for the development of IoT sector

The cluster has a big potential as a cross-border cooperation partner


BELGIUM – IMEC 1(2)


IMEC HAS FOUND A NICHE SEGMENT TO BUILD A STRONG INTERNATIONAL PLATFORM AND REPUTATION


POSITIONING

International focus

Strong collaboration with private

companies

Niche research market

World leading

In-house researchers

Academic programmes

Based in Leuven, Imec is formed through a merger of two research

institutes and is a world-leading research institute on Nano electronics and

digital technology

Imec has a high international focus, but with a local presence. In order to

serve both needs their projects are divided into the two scopes

3500 in-house researchers, working with all larger international partners

(Intel, Google, Sony etc.)

Has a close collaboration with universities and other research institutes in

the area, as well as governmental and R&D projects

Does different programmes, provides research support

The Executive Board makes the final decisions, the Board of Directors take

part of more strategic decisions. Members of the Board and their scientific

Advisory Board all have a strong connection to the research area

There are three different business models for companies to join the cluster

Roughly 75-80% of funding comes from private companies, 10 % from EU,

rest from Flemish government

The cluster is not dependent on public or governmental funding

Collaborates with public entities through an increased academic presence

High international collaboration, with any country around the world through

their partnerships with main stakeholders in the field

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Maybe

Name: Thomas Kallstenius

Title: Director Distributed Trust and Smart

Applications’ Technology Office, imec


Phone: +32 477 96 13 63

Website: www.imec.be

CONTACT DETAILS


http://www.imec.be/


REGION BLEKINGE COULD LEARN FROM IMEC AND BUILD NICHE RESEARCH SEGMENTS

”The trick was that Imec found a niche segment to be world

leading in and setup various business models to help

companies interested in the development”

Mr. Thomas Kallstenius – Director Distributed Trust and

Smart Applications’ Technology Office

NOT DEPENDENT ON GOVERNMENTAL FUNDING “ LEADING IN SPECIFIC AREA “

HIGH FOCUS ON INTERNATIONAL PROJECTS “


Imec found a niche market to research and became leading with

strong collaboration with international companies and are thus not

dependent on regional or governmental funding

Interest from international companies and highly knowledgeable in

the area. 75-80% of their funding comes from private companies

Very interesting to have further discussions with, however they are

very niched so might not be the best collaborative partner

”We are unique since we have such a strong international focus

in a small region in Belgium. That is something unusual we have

managed to build”



”Our close connection to the main international players have

provided us a special role on the Belgian market where we do

not need to be dependent on governmental or public funding”




BELGIUM – IMEC 2(2)




FINLAND – FICOM 1(2)


FOCUS ON EXISTING MEMBERS GOALS AND INTEREST IN INTERNATIONAL COOPERATION


POSITIONING

Main focus on members interests

Willingness and eagerness to cooperate

Promoting business opportunities

Influencing the ICT industry in Finland

Networking, seminars and discussion

forums to promote the importance of

digitalization and ICT

Based in Helsinki, Ficom is a collaboration organization for the ICT industry

in Finland

Promotes business opportunities for the members and enhances their

competitiveness

Size of cluster: 32.000 employees with a 5.68 billion EUR turnover

Has 18 member companies and collaborates with Aalto University,

governmental departments and governmental working groups

Main focus is on enhancing the existing members’ opportunities and goals

Collaborates with governmental groups, seminars and discussion forums

Managing director governs the cluster. Decision initiatives are made by the

Board of directors, active members and other entities are included in the

decision making process

New member prospects may contact them and be considered

Financed mainly through membership fees, but also through seminar fees

and governmental fees

Cooperates, discusses and networks with Aalto University in Finland

Collaborates with other national clusters, e.g. Finnish Energy cluster

Cooperates with similar clusters nationally and internationally, with an

emphasis on Sweden

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Petri Aaltonen



Phone: + 358 40 750 9797

Website: http://www.ficom.fi/ict/

CONTACT DETAILS


http://www.ficom.fi/ict/

http://www.ficom.fi/ict/


HIGH WILLINGNESS TO COOPERATE INTERNATIONALLY AND WITH SWEDEN

”Yes, we do have international cooperation, especially with

Sweden”

”We would be very interested in working with companies in

Sweden, since we already have an established relationship with

entities in the country”

Petri Aaltonen - Managing Director




Not actively searching for new members, emphasis on existing

members

Having a compact and smaller amount of members (18) allows them

to include active members in the decision making processes

True passion and interest in their members activities and goals

Eagerness to collaborate internationally, Sweden mentioned a few

times as an optimal cooperation partner

”We highlight the importance of networking and we do this with

the government, universities and other clusters”

”We have direct, open and stable relations with political

decision-makers, civil servants, other organizations and media

representative”


”Our main focus is to enhance our already existing members’

opportunities, but we are eager to recruit new members as well”

”We have not done consulting work within the industry during

my time as managing director, but this could be interesting”



FINLAND – FICOM 2(2)




IRELAND – IT@CORK 1(2)


REPRESENTS THE INTERESTS OF THE IT INDUSTRY IN IRELAND

POSITIONING

Community and Industry driven

Represents the interests of the IT

Industry in Ireland

Academic profile

Networking organization

Based in Cork, IT@Cork is a European Tech Cluster is a leading not-for-

profit independent business organization, representing the interests of the

IT Industry in Ireland

The members come together to drive thought leadership, collaboration

and global strategic alliances.

The network is currently comprised of 194 registered member

organizations. It is a unique blend of local and international IT

professionals, executives, multinationals, government leaders, public

sector, academia, entrepreneurs and investors joining together to drive

thought leadership, collaboration and global strategic alliances.

The cluster runs more than thirty conferences and events every year

IT@Cork is a limited Company. It is governed by a Board of Directors.

There are elections every 2.5 years to renew the Board

Any company or individual is welcome to join. We include banks,

supermarket chains, large Pharma companies. Companies and individuals

apply to become members

The cluster is financed by member companies and by municipalities

Companies participate in IT@Cork meetings, they engage in sponsorship

of events. Cork city and Cork county municipalities support IT@Cork by

donation space for meetings

IT@Cork serves as a large networking organization which supports the IT

sector in Cork region. IT@Cork represents the region when large FDI

companies are considering making an investment in the Cork area

IT@Cork took part in a European project (www.be-wiser.eu) with 11 other

partners across Europe to promote IT Security and promote clusters

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes, but depends on type of

cooperation

Name: Michael Walsh

Title: Project Leader


Phone: +353 85 715 4986

Website: www.itcork.ie

CONTACT DETAILS



http://www.itcork.ie/


INTERNATIONAL PRESENCE OVER THE WORLD

”IT@Cork is compriced of 176 private companies (micro

enterprises to MNEs) and 18 public organisations including

universities, associations, tech centres, state agencies and

municipalities”

Mr. Michael Walsh – Project Leader

WIDE RANGE OF MEMBERS “

INTERNATIONAL PRESENCE “

IT@Cork is a very interesting cluster consisting of a wide

range of private and public actors

They have a close connection with leading universities and

municipalities making them a key player on the local market

They work primarily in favor of the IT industry in Ireland

They have an international presence over the world but does

not seem to be too exited about a general collaboration with

other clusters even though they have been very generous

sharing information

Should still be considered for further evaluation ”The Chairman has gone on trade missions hosted by Cork

chamber of commerce to China and America”

Mr. Michael Walsh – Project Leader



IRELAND – IT@CORK 2(2)




LATVIA – IT CLUSTER 1(2)


LATVIAN IT CLUSTER IS INTERESTED IN COOPERATION WITH REGION BLEKINGE


POSITIONING

IT sector focus

Export facilitation

Riga Demo Center - IT sector’s

center of excellence

Cooperation and networking

Knowledge management

Innovation

Latvian IT Cluster is based in Riga.

Their key focus is to facilitate export of its members through exhibitions,

foreign delegations, events etc. and seeking new co-operation and

development opportunities for our member companies and institutions.

The Cluster has 35 members – mainly IT companies with export interests.

The Cluster operates Riga IT Demo Centre at the National Library which

exhibits modern technologies created by the Latvian IT companies and

provides a glimpse into what’s happening in the local tech scene.

The Cluster does not focus on business incubators’ functions.

The Board consists of 5 persons and is elected for 1 year period by all

member companies. Those are executives with long experience in IT

industry.

Daily work is carried out by executive director, project manager and Riga

IT demo center manager.

The cluster initiative is co-financed by European Regional Development

Fund, members fees and funding obtained from public partners – city

councils and ministries. EU and local public support incl. funding is

significant.

IT Cluster focuses on foreign cooperation with stakeholders and partners in

EU, but also in USA which is marked as a priority market.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes


Openness to cooperation : Yes

Name: Mrs. Aiga Irmeja

Title: Executive director


Phone: + 371 670 898 15

Website: www.itbaltic.com

CONTACT DETAILS


http://www.itbaltic.com/


”IT cluster cooperates with different international associations ,

mostly from EU countries and USA. Members are very open for

different cooperation with Swedish organizations and

companies from IT sector. ”

Mrs. Aiga Irmeja – Executive Director

RIGA DEMO CENTER AS A PLATOFORM FOR

EDUCATION AND PROMOTION OF IT SECTOR “ STRONG FOCUS ON INTERNATIONAL COOPERATION “

THE MOST SUCCESSFUL CLUSTER INITIATIVE IN

LATVIA “ The first and most experienced Latvian Cluster initiative.

Its members – IT companies are focused, experienced and

successful on export markets.

Business Sweden believes that Latvian IT Cluster could become a

very good partner to Swedish clusters and centers of excellence in

IT related areas due to their serious member companies, long

experience, good reputation and professional organizational

structure.

”In Latvia there are more than 20 clusters. From all those the

Latvian IT Cluster under management of Aiga Irmeja has

received the highest international recognition. In 2016 the

cluster received European Cluster Excellence Initiative silver

level recognition award which is the most famous cluster

management quality measurement hence Latvian IT Cluster

could serve as an example to other similar initiatives in Latvia

and internationally.”

Mr. Raimonds Aleksejenko – Deputy State Secretary,

Ministry of Economics of Latvia

” We’re proud to participate in various educational and business-

oriented events and initiatives that promote the development of the

Latvian IT scene, such as the Latvian Presidency of the Council of the

European Union in 2015, TechChill 2017 conference and IT Career

Story meetups. And we know, there are many more to come.

Swedish Clusters and companies are welcome to visit and let’s meet to

discuss possible cooperation.”

Mrs. Aiga Irmeja – Executive Director


Underwater Tech Marine informatics Stamping IT Security


IoT

LATVIA – IT CLUSTER 2(2)


Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location


ESTONIA – INTERNET OF THINGS LAB 1(2)


STRONG RESEARCH COMPONENT


POSITIONING

The Internet of Things Lab conducts

research and teaching in cloud

computing, mobile computing and

Internet of Things.

The IoT Lab is mostly focused on

teaching the university students at

the University of Tartu

Based in Tartu, the lab has devices for research and teaching purposes. It

is mainly a place for students to test and try things. It is also being used as

test lab for some smart city related projects where Telia is a partner

STACC is a competency center that involves partners and their main

research topic is big data. However, being a generic competence center, it

can also deal with IoT related projects

Telia and University of Tartu. Telia sponsored the purchase of much of the

equipment. UT also have acquired several devices such as smart phone

and HPC resources over the years through different grants

Related to internet of things IoT lab does not offer any solutions at the

moment other than consultation

The IoT lab is managed by Satish Srirama

The decisions in connection to the IoT lab are made at the Institute of

Computer Science with the advice of Satish Srirama

The IoT lab is financed by the University and also by the Estonian

Research Council (www.etag.ee). Telecom company Telia provided smart

equipment in the lab

According to Mr. Satish Srirama they currently participate in cooperation on

the most basic level. They attend and give speeches at different IoT related

seminars and conferences in the Baltics or in India

Locally the IoT Lab rooms are often used for events or kick-off meetings by

different tech related organizations. One example is Garage48 startup

hackathon in Tartu

Interviewed: Yes



Park: yes

Name: Satish Srirama

Title: Associate Professor


Phone: 372 737 6422

Websíte: https://www.cs.ut.ee

CONTACT DETAILS

http://www.etag.ee/


https://www.cs.ut.ee/

https://www.cs.ut.ee/


THE CLUSTER IS WILLING TO COOPERATE ON RESEARCH PROJECTS ONLY

”If someone comes to us with clear project, idea and a budget.

Then we are open for cooperation. But for research purposes

only. It is necessary to give a research objective and budget and

then will look at the problem”

Mr. Satish Srirama – Associate Professor

THE PURPOSES OF THE IOT LAB IS ACADEMIC “ IT IS POSSIBLE TO USE THE COMPETENCY OF THE IOT

LAB FOR RESEARCH PURPOSES “

STACC CAN ALSO BE A VALUABLE PARTNER IN

CONNECTION WITH THE IOT “


The Internet of Things Lab is still a new facility at the University of

Tartu. It was opened in March 2016 for the purpose of providing IoT

related research facilities and environment for the students of the

Tartu University. Today the IoT lab has an academic focus, but they

can also provide research services on various IoT related issues.

Mr. Satish Srirama believes that STACC could also be a interesting

partner for potential future cooperation.

The University of Tartu is already cooperating with Telia and

Ericsson to develop next generation 5g communication network.

Planned launch of working network will take place 2018 in Stockholm

and Tallinn

”The university supports a lot of industries. The Software

Technology and Applications Competence Centre is a good

example of a cooperation between universities and leading IT

companies. The STACC has experience with project

management and Enterprise Estonia. The budget of STACC is

around few million euros and they can also deal with IoT related

projects”


”The IoT Lab has devices for research and teaching purposes.

It’s not a research facility per say, but a place for students to test

and try things”




ESTONIA – INTERNET OF THINGS LAB 2(2)



NO PRIORITY


Underwater Tech Marine informatics IT Security

IoTBE connects high-tech companies, start-ups, research organisations

and experts

Interesting cluster but has not answered any email or phone calls despite

several attempts.

Belgium

IoTBE

UK

The Cambridge

Cluster

A regional cluster for tech-companies and has no administration. Close

cooperation with academic representatives in Cambridge

Despite many attempts to reach the cluster they have not been reachable

IoT Stamping

IT SECURITY



IT SECURITY – SELECTED AND RECOMMENDED




Two clusters, Irish Info Security Ireland and Belgian Leaders in Security,

refused to provide Business Sweden with information about their operations

As a result of the interviews, two clusters are top ranked and represent the


German IT Sicherheit Bayern and Israeli ATP

Latvian FSDI Cluster, Dutch Hague Security Delta and UK’s Cyber Security

Forum have potential, although they are either too generic or not a

conventional cluster

Danish Alexandra Institutets Security Lab, Finnish Fisc, Polish Bydgoszcz

IT Cluster and UK’s Oxford Cyber Security Cluster are disqualified in this

stage, due to their academic component prevailing, their solely domestic

focus or because the cluster itself has stated that they are not interested in

a partnership or a collaboration.

All clusters but the Danish Alexandra Institutets Security Lab and Finnish

Fisc have expressed an interest in a potential cooperation with Region

Blekinge

COMMENTS

QUALIFIED

LEVEL 1

High Potential

LOW POTENTIAL

Based on the

interviews

QUALIFIED

LEVEL 2

Medium Potential

DECLINED TO

RESPOND

BELGIUM

IRELAND

NETHERLANDS



POTENTIAL


CLUSTER NAME

GERMANY IT Sicherheit Bayern

LATVIA FSDI Cluster

DENMARK Alexandra Institutets Security Lab

UK

POLAND

UK Cyber Security Forum

ISRAEL ATP


UK

Info Security Ireland

FINLAND Fisc

COUNTRY


Oxford Cyber Security Cluster Hague Security Delta

Bydgoszcz IT Cluster

Leaders in Security

+ A group of solid clusters with scale and

reach, however, with broad

security/defense issues or IT focus,

while IT Security is one of the topics

covered by the cluster

+ The drawback is the lack of focus and

small representation of members in

this specific field

+ Some examples of clusters are:

Latvian FSDI Cluster, The Hague

Security Delta in the Netherlands and

Polish Bygoszcz IT Cluster

NARROW IT SECURITY FOCUS BROAD IT OR SECURITY ISSUES FOCUS


THREE TYPES OF CLUSTERS WERE ANALYZED AND

INTERVIEWED


TY

PE

S O

F E

NT

ITIE

S

IMP

LIC

AT

ION

S

BUSINESS SWEDEN CONSIDERS NARROWLY FOCUSED IT SECURITY CLUSTERS AS RELEVANT PARTNERS FOR REGION BLEKINGE

RESEARCH /ACADEMIA DRIVEN

+ Narrowly focused IT Security Clusters

with clear competence definition and

inter-clustering practices domestically

and internationally

+ Those are found primarily in high-tech

and knowledge-intense economies

+ Selective examples are: German IT

Sicherheit Bayern; Israeli ATP and

Oxford Cyber Security Forum

+ All of these clusters are prioritized by

Business Sweden

+ Either built on the infrastructure of the

university with a research focus or

serves to connect researchers and

students within the IT Security field

+ Danish Alexandra Institutes Security

Lab serves as a good example of the

leading IT Security research

institutions. It has made a step forward

of facilitation cooperation with private

entities

+ UK Oxford Cyber Security Cluster

operates as a network to connect

primarily researchers and students in

the IT Security field

Limited pre-requisites for inter-clustering,

prefers direct research collaborations

with universities and/or researchers than

conventional clusters do

Has a clear cluster profile and a solid

potential for cooperation, even

though some of the clusters are less

open (reserved) for a dialogue

Good potential for cooperation, all of the

interviewed clusters from this group are

open for collaboration. However, the

focus is diluted and the match is medium

BUSINESS SWEDEN

INTERNATIONAL COOPERATION IS COMMON WITH

PUBLIC PARTNERS, INTER-CLUSTERING IS PICKING UP

SOURCE: BUSINESS SWEDEN RESEARCH

THE AREA IS MORE CLOSED, HOWEVER A NUMBER OF PRIORITIZED CLUSTERS ARE OPEN TO DISCUSS COOPERATION

o Research-driven organizations take part in EU projects such

as Eureca, Horizon 2020 (e.g.. Alexandrea Institutes Security)

o Cooperation with research institutions on the university level is

widespread

o Inter-Governmental cooperation where the clusters with public

interest take part is present in some cases

o Israeli ATP runs cooperation programs with public

counterparts in the USA and Canada; Finnish Fisc cooperates

with foreign Governments

o Some clusters collaborates on a city level (twinning projects)

o The most vivid example of German IT Sicherheit Bayern with

Austrian City Linz and Technical University of Vienna

o IT Security area is less open, therefore inter-clustering has not

been a norm. Exceptionally, a few non research-intense

clusters strive to facilitate collaborations with foreign

counterparts

o Most of the interviewed clusters are open to a cooperation

INT

ER

NA

TIO

NA

L C

OO

PE

RA

TIO

N

- TA

KE

AW

AY

S

”We don’t actively reach out or search for partnerships abroad”

Juha Remes - Executive Director

Finland – Fisc “ ”We are a closed group and might not be interested in collaborating

with any new prospects”

Ole Lehrmann Madsen – CEO

Alexandra Institutes Security Lab “

Elina Egle Locmele, Chairperson

FSDI – Latvia “ ”Federation cooperates with international organizations on various

levels - UN, NATO, EU and from different countries – Baltic states,

Denmark, UK, USA, Ukraine, South Korea. Federation and members

are very open for different cooperation with Swedish organizations

from security sector.”

”We mostly work with European countries, but have several

partnerships with non-European countries. Depending on their setup

and focus area we find the most suitable way of collaborating”

Joris den Bruinen – Deputy Director

The Hague Security Delta “

10 APRIL 2017 132

MOST COMMON FUNDING MODELS OF THE CLUSTERS IN THE AREA


PUBLIC FINANCING IS COMMON IN THIS KNOWLEDGE

INTENSE AREA AS WELL AS MEMBERSHIP FEES

R&D INTENSE CLUSTERS ARE TO A LARGE SHARE FINANCED WITH PUBLIC FUNDS, WHILE CONVENTIONAL

CLUSTERS HAVE MEMBERSHIP FEES AND COMMERCIAL SERVICES

Two clusters are heavily funded by the government or by universities which conduct research:

Israeli ATP is funded by the government, the Municipality and the Ministry of Defense. At the same time, private

partners also contribute in the projects

The Hague Security Delta gets financial support on a governmental, regional and local level. However it is also

financed through EU funds and partnership companies

Some clusters are partly financed through EU Regional Development Fund, or EU research projects (Eureca,

Horizon 2020)

Latvian FSDI was launched when ERAF financing was allocated with the purpose to stimulate innovation product

development by the companies, integration of global supply chain and export facilitation

Several of the interviewed clusters charge a membership fee or a consulting and training services’ fee to sustain

their operations:

Finnish Fisc runs its operations on membership fees at their core

German IT Sicherheit Bayern runs solely on membership fees, but also on training and consulting fees

Polish Bydgoszcz IT Cluster is not dependent on public funding but is financed through membership fees




SOURCE: BUSINESS SWEDEN ANALYSIS AND INTERVIEWS

WHAT REGION

BLEKINGE COULD

LEARN AND APPLY

Define international positioning and profile and decide if

to approach more generic clusters or narrowly-focused IT

security clusters with strong R&D component and the

ones working with concrete projects

Highlight research component in communication with

potential cluster partners

Overall clusters in this area lack international experience

in the field of inter-clustering, therefore be ready with

concrete road map for potential collaboration

Facilitate communication with highly and medium ranked

clusters:

Highly ranked clusters: German IT Sicherheit Bayern and

Israeli ATP

Medium ranked clusters: Latvian FSDI, Dutch Hague

Security Delta and UK Cyber Security Forum

Elaborate on the action plan toward highly relevant

profile-wise but closed Finnish cluster FISC

Consider R&D approach to cooperation with Danish

Alexandra Institutes Security Lab, which is not open for

collaboration, but highly credible institution in the region

Cooperation with foreign Governments within Cyber

security field is common, some clusters work in the same

security area (e.g. EU, NATO) some sell their services to

non-EU Governments (e.g. Pakistan, India, etc.)

Strong connection with research institutions, at the same

time development of concrete projects in cooperation with

private and public entities to make research more

relevant and equally monetize on that

Mixed funding models are utilized, including public

funding, membership fees as well as commercial

services towards public and private entities

Preference and reliance on research projects, rather than

generic partnerships

Triple helix model is widely used by prioritized clusters

Domestic network and local support is crucial to reach

scale; national inter-clustering is dominant, while most of

the interviewed clusters have started to opt for

international cooperation with non-academic counterparts

Cooperation is not limited with Europe, but rather

between technology-intense economies (US, Canada)

Some clusters act as networks, which allows broader

exposure and decreased operating costs

Many of the interviewed clusters were a bit protectionist

which might be due to the nature of the field


PROPER INTERNATIONALIZATION PROFILE IS ESSENTIAL IN STARTING UP COMMUNICATION WITH THE CLUSTER PARTNERS


GERMANY – IT SICHERHEIT BAYERN 1(2)


THE CLUSTER IS MAINLY MADE UP OF REGIONAL SMES AND UNIVERSITIES WHICH COOPERATE THROUGH WORKING GROUPS


POSITIONING

Focus on SMEs in the region

Active members

Close cooperation with local universities

Based in Regensburg, the IT Sicherheit Bayern cooperation of regional IT

companies and universities

Results in e.g. new systems or guidelines for companies and communes

Members mainly SMEs and universities, especially the university and

technical university of Regensburg due to geographical closeness

117 members (87 SME, 6 large companies, 11 universities, 3

Research institutes, tech-and innovation parks 2, 8 other)

Cooperates through working groups with specific foci

Board of management is elected by members

Board decides on new members

Each working group has a leadership team assigned

Cluster is financed through trainings and membership fees

No public funding (closest link to public funding: The subsidiary of the city

of Regensburg is a member)

Cooperates with the City of Linz and the University of Vienna through

annual events

Is open for cooperation. Currently in discussions with an IT cluster in Israel

Interviewed: Yes

Decision-maker: No


Park: Yes

Name: Felix Struve

Title: Project Manager IT security


Phone: 0941 - 604 889 18

Website: https://www.it-sicherheit-

bayern.de/

CONTACT DETAILS

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Underwater Tech






https://www.it-sicherheit-bayern.de/







THE STRENGTH OF THE CLUSTER IS CUMULATED SPECIFIC KNOWLEDGE THAT IS PASSED ON TO THE REGION’S SMES

”We focus on SME and the needs of our region. Our strength

are our active members and a close cooperation with the

universities nearby”

Felix Struve – Project Manager IT security

COOPERATION WITH AUSTRIAN CITY LINZ

STRONG FOCUS ON INTERNATIONAL COOPERATION “

WORKING GROUPS WITH SPECIFIC FOCI


Good gathering of industry experts but no “international frontrunner”

Limited international outlook

Focus on needs of region

Blue Science Park should look into what expertise may be found

within, otherwise

Data safety & information security

Platform for experts within IT security: SMEs discuss data

safety and come up with new solutions

New solutions might then be taught to other companies or

communes

Automotive – Safety & Security

Firms cooperate with Universities and research institutes

Long-term cooperation has resulted in yearly IT “roadshow”

E.g. 2016 event

Held in Innovation centre in Regensburger ”TechBase“

Topic: Cyber safety: Strategy, execution and opportunities


GERMANY – IT SICHERHEIT BAYERN 2(2)


Underwater Tech

“

“



ISRAEL – GAV-YAM NEGEV - ADVANCED TECHNOLOGIES

PARK (ATP) 1(2)


ATP IS AN EMERGING INDUSTRY CLUSTER WITH STRONG GOVERNMENTAL SUPPORT AND ACADEMIC EDGE


POSITIONING

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Underwater Tech

ATP is located in Negev, next to Ben Gurion University and IDF

Technology Campus – the research center of the Israeli defense forces

ATP enables collaboration between the different entities by organizing

conferences, seminars and focus groups and shared work spaces

ATP is the research hub for cyber security in Israel and one of the leading

centers of excellences in the world in the field of IT-security

ATP is a cluster build upon a cooperation between 3 entities: Ben Gurion

University, Municipality of Be’er Sheva and Gav-yam (property developer)

ATP is a central project in the governments regional development plan,

which also includes a new airport and the IDF Technology Campus

Collaboration through technology-transfer, sharing of resources & working

space, conferences and thematic focus groups

Decisions are made by the executive Board headed by Mr. Zwebner

The founding partners, Ben Gurion University, Be’er Sheva Municipality

and Gav-Yam are represented in the Board

Major firms joining the cluster receive Board representation

In total, over 70 private companies are connected to the cluster at present

The cluster is a result of a close public-private partnering and receives

public funding from the government, the municipality and the ministry of

defense in terms of R&D and employment grants and Investment subsidies

ATP has running programs with USA & Canada but no European partners

Is however interested in establishing closer collaboration with competence

centers from northern Europe

Global competence center

Cyber Security

Telecommunication

MedTech

Public Private partnering

Academic excellence

Governmental priority

Private sector relations

Interviewed: Yes



Park: Yes

Name: Mr. Roy Zwebner

Title: CEO


Phone: +972 52 6898175

Website: http://www.atp-israel.com

CONTACT DETAILS




http://www.atp-israel.com/





PUBLIC INTEREST PREVAILS

FOCUS ON NATIONAL COOPERATION “

RESEARCH COOPERATION & EXCHANGE PROGRAMS



ISRAEL – GAV-YAM NEGEV - ADVANCED TECHNOLOGIES

PARK (ATP) 2(2)


Underwater Tech

“

“


”We have mainly national partners supporting our operations;

having the academia, the government and the Israeli private

sector all represented in the Board has been one key success

factor since every one can contribute with different

competences”

Mr. Ron Zwebner – CEO ATP

”We started out with zero 4 years ago. Today, about 2.000

technology experts work in the cluster and we aim to host more

than 10.000 researcher and entrepreneurs in a decade. To

reach our target we cooperate closely with other Israeli Centre

of excellences and are looking to increase the number of foreign

entities in the cluster”


”Developing the Negev region is a governmental priority in

Israel. Both the government, the ministry of defense and the

municipality of Be’er Sheva is contributing financially, making

Negev to most expansive region in Israel right now. In addition

to the ATP, the IDF Technology Centre next door hosts another

5000 technology experts”


ATP IS OPEN FOR COLLABORATION RE POTENTIAL EXCHANGE PROGRAMS, R&D COLLABORATION AND/OR TECHNOLOGY SCOUTING

ATP is a young R&D cluster with strong growth, success has been

based on the unique cooperation with the IDF Technology Centre

ATP is subsidized by the state of Israel and the municipality of Be’er

Sheva which makes establishment in ATP beneficial

Focus is on Cyber Security, MedTech & Water Technologies

International collaboration focuses on US & CAN. ATP is actively

looking to attract companies and foreign partners to the region and

ATP is open for discussion about collaboration with Blue Science

Park

Blue Science Park may approach ATP to initiate exchange

programs, R&D collaboration and/or technology scouting



FSDI CLUSTER IS INTERESTED IN COOPERATION WITH REGION BLEKINGE


POSITIONING

Security Defense sector focus

Lobbying

Cooperation and networking

Export facilitation

Knowledge management

Innovation

FSDI Latvia is based in Riga and is the only NGO which focuses on

representation of companies and educational institutions with interests in

local and international security and defense sectors.

FSDI operates the FSDI Cluster initiative.

FSDI has 43 Latvian member companies, 3 international - British BAE

Systems, Swedish Saab, Norwegian Kongsberg, and 3 largest universities

- Riga Technical University, University of Latvia, Riga Stradins University.

Cluster currently unites 22 companies and 4 educational / research

institutions. Target is to have 30 member companies by end 2017.

Key stakeholders - Ministry of Defense and Ministry of Interior, European

Defense Agency, NATO, Latvian Investment Development agency

The meeting of members is the highest decision-making institution for the

Federation. The Council is oversight institution with 10 members who

proportionally represent all members - enterprises of different sizes, as well

as educational and scientific institutions.

Council is managed by Chairman Mr. Agris Dundurs and Board is the

executive institution led by the Chairperson of the Board, Mrs. Elina Egle.

Cluster initiative is co-financed by European Regional Development Fund

408,000 EUR and 72,000 EUR cluster membership fees.

Cluster initiative was activated in February 2017 when the ERAF financing

was allocated and main focus will be – stimulation of member company

innovative product development, integration in global supply chains and

export facilitation.

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes, however there needs to be areas

of mutual interest

Name: Mrs. Elina Egle-Locmele

Title: Chairperson of the Board


Phone: +371 67619226

Website: www.federacija.lv

CONTACT DETAILS

LATVIA – FEDERATION OF SECURITY AND DEFENCE

(FSDI) OPERATES THE FSDI CLUSTER INITIATIVE 1(2)


http://www.federacija.lv/


”Federation cooperates with international organizations on

various levels - UN, NATO, EU and from different countries –

Baltic states, Denmark, UK, USA, Ukraine, South Korea.

Federation and members are very open for different cooperation

with Swedish organizations from security sector”

Mrs. Elina Egle Locmele – Chairperson

EXPORT AND ACADEMIA-BUSINESS DIALOGUE “ INTERNATIONAL COOPERATION “

INTEREST IN COOPERATION WITH SWEDEN “


Federation and its cluster initiative has a strong Executive

Director with experience in lobbying from Latvian

Confederation of Employers, President’s Chancellery

Cluster initiative is new for the Federation and the members’

expectations are high in terms of results – short and long term

export growth on European and international level.

Business Sweden recommends to enter discussions if Region

Blekinge has an interest in cybersecurity, artificial intelligence

and other civil security companies.

”We have several members focused on IT security and

cybersecurity solutions e.g. C2 (http://www.c2.lv/) and DSS

(http://dss.lv/en) also artificial intelligence company Apply IT

(http://www.applyit.lv/) Data infrastructure security experts

Datakom (http://datakom.lv/lv/pakalpojumi) and KC (www.kc.lv),

and others which all are interested in dialogues with Swedish

companies from similar businesses especially if there are ways

to conquer global markets together”


”Important reasons for launch of the cluster initiative was to

stimulate export, strengthening cooperation in order to reach

further integration in international supply chains, as well as to

broaden industry-university/academia cooperation for

development of new products and solutions with higher value

added”




LATVIA – FEDERATION OF SECURITY AND DEFENCE

(FSDI) OPERATES THE FSDI CLUSTER INITIATIVE 2(2)


http://www.c2.lv/

http://dss.lv/en

http://www.applyit.lv/

http://datakom.lv/lv/pakalpojumi

http://www.kc.lv/


THE NETHERLANDS – HAGUE SECURITY DELTA 1(2)


HSD TAKE A CLEAR LEAD IN EUROPE AMONG CYBER AND IT SECURITY WITH AN INTERNATIONAL MINDSET


POSITIONING

Leading security cluster

Important to work with triple helix model

Several partners from all three sectors

International collaboration with their

counterparts in the most suitable ways

Based in the Hague, the cluster works through a triple helix business

model to reach knowledge innovation in the area of it security

Main focus of the cluster is the Netherlands, but cooperate with similar

cluster throughout Europe and some partnerships with the U.S, Canada

etc.

Their unique position is due to their combination of security focus and

economic development for companies active in the sector

Has 260 partners, from Dutch ministries, regions, universities and

companies. Approx. 175 of the members are private businesses

Collaboration with other countries and in the Netherlands through

seminars, delegations, various business activates etc.

Executive Board make the decisions, in line with the Board who are in

charge of the strategic direction base on an decided annual plan

New members can join through various membership levels depending on

how much they wish to be

Governmental support both on local and regional level, EU funds, security

industry and member companies

Founding partners to HSD are from private, public and academic sector –

thus, not too dependent on a specific region or government

Collaborate to reach knowledge innovation through among other HSD

academy

High international level with HSD counterparts funding half of the projects

in order for companies to meet and develop economically

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes, if they set up Swedish cluster for

cyber security

Name: Joris den Bruinen

Title: Deputy Director

Email: joris.denbruinen@thehaguesecurity

delta.com

Phone: +31 6 52 67 22 52

Website: www.thehaguesecuritydelta.com/

CONTACT DETAILS




http://www.thehaguesecuritydelta.com/

http://www.thehaguesecuritydelta.com/


HSD ARE EAGER TO FIND COLLABORATIVE PARTNERS AND BUILD THEIR NETWORK IN EUROPE

”Our way of working always tries to involve a triple helix mind-

set. In that way we can reach knowledge innovation and support

our member companies economic development”

Mr. Joris den Bruinen – Deputy Director

MEMBERSHIP LEVELS DEPENDING ON NEED “ KEEPING TRIPPEL HELIX APPROACH IN MIND “

INTERNATIONAL PARTNERSHIPS “


Triple helix, regional and international collaboration, good location in

The Hague with over 400 established security businesses

HSD managed to involve stakeholders from all levels and interest

groups. Collaboration with similar clusters in Europe and eager to

learn from other. Find the most suitable collaboration depending on

other clusters setup

Region Blekinge could benefit from collaboration with HSD if they set

up similar structure and gather security companies in Sweden.

Otherwise the use of Business Sweden as a middle man should be

discussed

”We mostly work with European countries, but have several

partnerships with non-European countries. Depending on their

setup and focus area we find the most suitable way of

collaborating”


”All members pay a yearly fee at different levels depending on

how what support and information they wish to receive from the

cluster”



THE NETHERLANDS – HAGUE SECURITY DELTA 2(2)




UK – UK CYBER SECURITY FORUM 1(2)


THE UK CYBER SECURITY FORUM IS A FORUM FOR SME’S AND CYBER SECURITY CLUSTERS

POSITIONING

Small administrative center consisting

of three people working as volunteers

Entrepreneurial arena where SME’s

can network, exchange experiences

and to meet clients

Free membership

Based in Cambridge, the UK Cyber Security Forum actively work with

SMEs in the cyber security sector. The idea behind the forum is to help the

members to grow and propel their business. The forum functions also as a

network for cyber security clusters around the UK

The cluster organizes meetings or events for members where they can

network, exchange best practices or share business opportunities

The forum has approximately around 600 member companies and 17

clusters. It is free of charge to become a member

Every second week the forum sends out a newsletter to the members with

an update of what kind of upcoming relevant cyber security related

activities there is in the UK. The forum is also lobbying the members

interest to the government

The administrative center consists of three people working as volunteers,

with Dr. Emma Philpott as the Managing Director

Dr. Emma Philpott founded Malvern Cyber Security Cluster in 2011. This

later became the reason for founding the UK Cyber Security Forum in 2014

to enable more companies to physically meet in different part of the UK

The forum is not dependent on any financial aid. However, they receive a

small amount of income revenue streams from an insurance deal they offer

their members, a collaborations deal made with a large client and

advertisement activities on their webpage

Open to increase the exchange and collaboration with international clusters

around the world

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Dr. Emma Philpott



Phone: +44 (0) 7711 396 742

Website:

http://www.ukcybersecurityforum.com/

CONTACT DETAILS






”In five years I would like to see the forum to have grown more

internationally with our members connecting with clients abroad”

Dr. Emma Philpott – Managing Director

INTERNATIONAL PLAN AHEAD “

RECOGNITION FROM THE GOVERNMENT “

The UK Cyber Security Forum is a network of SME’s cyber security

companies and also well connected with the clusters in the UK

The high demand for cyber security services propel the forum

They are expanding their network overseas and are open to

partnership with other clusters not from the UK. Hence UK cyber

security forum is not a cluster we recommend to initiate contact for

further discussions

”In the future, I would like see more recognition from the

government to our members needs”

Dr. Emma Philpott – Managing Director



UK – UK CYBER SECURITY FORUM 2(2)




DENMARK - ALEXANDRA INSTITUTETS SECURITY LAB

1(2)


THE INSTITUTE WANTS TO SECURE RESEARCH AND THAT BUSINESSES USE THE BEST AND MOST INNOVATIVE SOLUTIONS IN IT-SAFETY


POSITIONING

Close partnerships with and presence on

universities

Creates social value through projects that

enable benefits for the public

Tailored solutions

Up-to-date with new technology and

innovations

Based in Aarhus, the lab unites researchers, businesses and individuals to

ensure development and innovation within the field of IT-security

Has the long-term goal to become the leading private application-oriented

research institute within pervasive computing in northern Europe

Owned by Aarhus University, the lab is based in Aarhus and Copenhagen

with the aim of expanding further to other cities in Denmark in the future

Invoiced more than 200 entities in 2016. In addition to this, they are

cooperating with several other entities through their projects and networks

Research partners such as DTU Compute, CBS Department of

Economics, Aarhus School of Engineering and IFRO.

Other platforms of cooperation through regional innovations network,

events, conferences, teaching and consulting projects

Governed as a limited company with a Board of 10 representatives from

universities, business and university employees

The business is run through a director, vice director and unit managers

Funded by membership fees, public grants and consultancy fees

Dependent on funding from university, municipalities, government and EU,

to support their networking activities, workshops and conferences. As a

GTS-institute, they are also allowed to receive certain grants from the

government

Has taken part of EU-projects such as EURECA and Horizon 2020

Sells their solutions to countries such as Pakistan, India and Sweden

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: No, but might have an interest in

TechTank

Name: Ole Lehrmann Madsen

Title: CEO


Phone: (+45) 20 15 44 51

Website: www.alexandra.dk/uk/

CONTACT DETAILS


http://www.alexandra.dk/uk/

http://www.alexandra.dk/uk/


RESEARCH FOCUS, PUBLIC FUNDING AND CONSULTANCY SERVICES SECURE SUCCESS FOR THE INSTITUTE

”We are present and have our offices in connection universities

in order to take advantage from the innovative environment and

recruit from there”

Mr. Ole Lehrmann Madsen – CEO

NOT ACTIVE IN INITIATING NEW INTERNATIONAL

PARTNERSHIPS “ CLOSE CONNECTION TO UNIVERSITY ATMOSPHERE “

FOCUS ON PARTNERSHIPS WITH RESEARCH

INSTITUTIONS “

Marine informatics IT Security

Strong connection to research institutions enables the institute to

utilize research resources

The activities are based on concrete problems in the private or public

businesses, rather than conducting research for research’s sake

Combines of public funding as well as consultancy services fees

Success through research and development networks, rather than

actively seeking partners abroad

”It is important for us to have an extensive network with

research institutions. We have therefore established major

networks with universities around the world”


”We don’t actively search for partnerships abroad”



Underwater Tech Stamping IoT

DENMARK – ALEXANDRA INSTITUTETS SECURITY LAB

2(2)




FINLAND – FISC 1(2)


FOCUS ON EXISTING MEMBERS AND CONFIDENTIALITY REGARDING INFORMATION


POSITIONING

Collaborates with international companies,

groups and governments

Research-driven

Focuses on information confidentiality

Based in Helsinki, Fisc aims to improve cyber security and to support its

members’ activities

Increase international cooperation, promote public-private-partnerships,

market research, develop high-level education and have an open

communication with national and international regulatory bodies

60 members companies. Collaborates with the University of Jyvaskylä,

University of Oulu and Aalto University and the Finnish government (also

foreign governments)

Focuses on existing members’ interests and benefits

Governed by the executive director and the Board of Directors. How

exactly decisions are made is confidential information

New prospects can apply for membership and then be vetted by the Board

of directors, emphasis on members having to be on the Finnish market

(with some exceptions)

The cluster is financed through membership fees

FISC collaborates with other clusters both nationally and internationally as

well as with three universities in Finland; University of Jyväskylä, University

of Oulu and Aalto University

Cooperates with similar clusters in the EU, especially clusters in the Nordic

countries

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: No

Name: Juha Remes

Title: Executive Director


Phone: +358 40 483 5550

Website: http://www.fisc.fi/

CONTACT DETAILS


http://www.fisc.fi/

http://www.fisc.fi/


NOT OPEN FOR COOPERATION

”Cooperation with the Finnish government, but also foreign

governments”

”We also collaborate with foreign governments and the EU on

issues regarding IT security”

Juha Remes – Executive Director

PRIVATE AND CLOSED CLUSTER “ COOPERATES WITH GOVERNMENTS “

COLLABORATION WITH SIMILAR CLUSTERS “


Low willingness to cooperate, emphasis put on the fact that the

cluster is closed and very selective in its members

The cluster has international cooperation experience

Many impressive companies are members in the cluster, e.g.

Accenture, Microsoft, KPMG etc.

”We network with clusters nationally and abroad, mainly in the

Nordics, we also collaborate with a cluster in Sweden”

”Cooperates with the Finnish Technology Industries and many

other national IT and security institutions”


”We are a closed group and might not be interested in

collaborating with any new prospects”



FINLAND – FISC 2(2)



BUSINESS SWEDEN

POLAND – BYDGOSZCZ IT CLUSTER 1(2)


SUPPORTS IT EDUCATION AND PROTECTS MEMBERS’ INTERESTS. HAS LIMITED INTERNATIONAL EXPERIENCE

Underwater Tech Marine informatics Stamping IoT

Key IT actor for Central Poland

Expert in IT education

Focusing on local needs of IT sector

Based in Bydgoszcz, the main goal is to promote the IT sector, support IT

education to develop cooperation between enterprises, universities and

public administration, to represent and to protect members' interests

The cluster acts locally in the city of Bydgoszcz with a large impact for this

city

The cluster has 21 entities involved, including 3 university level schools and

one technical high school. Amongst its members are global IT companies as

Atos, Nokia or iQor. The cluster collaborates closely with Bydgoszcz

Regional Development Agency and important IT companies

The members cooperate mainly by organizing joint conferences, seminars,

training and workshops

The cluster acts as an independent association with a Board appointed at

the General Meeting of all Members

Decisions are taken during the General Meeting, where every Member has

one vote or by the Member Board, which acts as a coordinator for the

Cluster

New members are recommended by two existing members

The cluster is financed through membership fees and is not dependent on

support from either specific region or the Government

Public entities can be members or partners in the cluster (e.g. Bydgoszcz

Regional Development Agency)

The cluster has been in contact with an association in Estonia

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Krzysztof Jurek

Title: President of the Board


Phone: +48 52 326 00 88

Website: http://bki.org.pl/en/

POSITIONING

CONTACT DETAILS

IT Security

10 APRIL 2017 149


http://bki.org.pl/en/

http://bki.org.pl/en/

BUSINESS SWEDEN

DEVELOPMENT OF BUSINESS ACTIVITY AND SUPPORT FOR IT JOB MARKET IS THE MAIN GOAL FOR THE CLUSTER

”Our common mission involves all activities using the

experience gained, in order to build an even stronger brand of

companies represented by members of the Cluster. It is a

success of the Bydgoszcz Information Technology Cluster that it

has managed to bring together the competitive environment.

The potential of this environment is huge.”

Mr. Krzysztof Jurek – President

EDUCATION OF SPECIALISTS FOR IT SECTOR IN THE

REGION “ PROMOTION & DEVELOPMENT OF BUSINESS ACTIVITY “

FOCUS ON DOMESTIC CONDITIONS & NEEDS “

Underwater Tech Marine informatics Stamping IoT

Key competitive advantages as IT education among students, also

focused on activities on a regional level

Cluster focuses on a chosen amount private companies and a

couple of public institutions which make the cluster very successful

The unusual thing that the cluster has managed to achieve is the

fact that there are competing companies cooperating together

towards a common goal

Cross-border cooperation might be difficult with the cluster due to

regional focus

”Our members especially the global companies cooperate

internationally to varying degrees. The cluster itself focuses

primarily on the needs and conditions in our country. One of

them is securing adequate amounts of IT specialists in the labor

market. But of course we are open for international cooperation

as well.”

Mr. Krzysztof Jureczek – President

”Focus on IT education among young people is very strong. Our

members have already prepared a project of cooperation with

universities from Bydgoszcz. The objective is to affect the

education of computer science students, the transfer of skills

and expectations of future employees of the IT industry, to offer

them apprenticeships and to find jobs for them in the future.”

Mr. Krzysztof Jurek – President



IT Security

POLAND – BYDGOSZCZ IT CLUSTER 2(2)


10 APRIL 2017 150


UK – OXFORD CYBER SECURITY CLUSTER 1(2)


THE OXFORD CYBER SECURITY IS DRIVEN BY THE MEMBERS HIGH LEVEL OF COMMITMENT AND KNOWLEDGE

POSITIONING

Member driven network to foster

cyber security activities

Highly regarded academic and

research profile network

Function as a platform where

members can relationship with

funding partners

Based in Oxford, the cluster is a network for researchers, experts and

academic students at the University of Oxford. The purpose of the network

is to support its members as a community and to help foster cyber security

activities across the University

The network consist of approximately 300 members whereof 60-70 of them

are academic researchers and the rest students

The network links members with partners outside of the University. The

partners consist of a great variety of industrial companies, universities in

the UK, international organisations such as NATO and local police

The network functions as an platform where the members can stay

connected with partners of interest outside the university

The network is administrated by one person: Katherine Fletcher. Events

and seminars are organized by the network members on their own initiative

Students at the University can apply for a membership for free

Dependent on the funding of researchers which is the only source of

financial assistance

Has the ambition to partner or collaborate with other domestic and

international clusters. However the cluster does not cooperate with any

cluster or network to any significant extent as per today

Newly part of ACE-CSR*, consisting of 14 universities in the UK. The aim

with ACE-CSR is to make the UK more resilience to cyber attacks

Local support

&

International

programs

Organizational

structure

Key

stakeholders

& Nature of

collaboration

Key activities

& location

Interviewed: Yes



Park: Yes

Name: Katherine Fletcher

Title: Network Coordinator


Phone: +44 (0)1865 283 572

Website: www.cybersecforum.com/clusters/

oxfordcybersecuritycluster/

CONTACT DETAILS

*ACADEMIC CENTRES OF EXCELLENCE IN CYBER SECURITY RESEARCH



http://www.cybersecforum.com/clusters/oxfordcybersecuritycluster/






”An essential key-pillar of the network is that our members are

friendly characters and highly driven within their area of

expertise”

Ms. Katherine Fletcher – Network Coordinator Oxford Cyber

Security Cluster

PASSIONATE MEMBERS ARE KEY FOR A SUCCESFULL

NETWORK “

SEMINARS AND ACTIVITIES “

The University of Oxford and the network encourage and foster

activities that promotes cyber security

High profile researchers and academics with a broad network in

different industrial sectors

Open to partner up with other clusters or networks on an

international level

Recommend to establish contact with Oxford Cyber Security cluster

for a potential partnership or future synergy

”Activities and events are organized by the members on their

own initiative”

Ms. Katherine Fletcher – Network Coordinator Oxford Cyber

Security Cluster



UK – OXFORD CYBER SECURITY CLUSTER 2(2)




NO PRIORITY



Not interested in sharing information nor cooperate with any clusters.

Business Sweden recommend Blue Science park to focus on other clusters Ireland

Info Security Ireland

Interesting cluster but has not answered to any emails or phone calls

Belgium

Leaders in Security

OUR MISSION

BUSINESS SWEDEN

GROWING SWEDEN

THROUGH INCREASED

INTERNATIONALIZATION

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