Deliverable 2.2: Results of the SWOT‐analysisy

Prepared by Dr. László Dinyabased on the Basque Country Ostrobothniabased on the Basque Country, Ostrobothnia, Cornwall and Northern Hungarian regions

Work package descriptionWork package descriptionWork Package No. WP2 Start Date or starting event: Month 1Work Package No. WP2 Start Date or starting event: Month 1

Work Package Title Integration of Sustainable Energy Concepts and regional research agendas

Task 2.4 SWOT analysis (Task leader: KRF; Months: 9-12)A SWOT analysis will be carried out in order to identify strengths and weaknesses as well as threats and opportunities of the different RTD policies and policy goals in each region Thethreats and opportunities of the different RTD policies and policy goals in each region. The interrelation between them will help the regions to learn from others, in order to reinforce their policies and implement agendas for CO2 reduction. From the SWOT analysis the complementarity needs and synergies among the partner regions will be identified Thiscomplementarity, needs and synergies among the partner regions will be identified. This analysis will set the basis for the development of a strategic future vision in order to reach the goals, which will be defined, in terms of energy self sufficiency and CO2 reduction. In order to develop this vision agenda the regional RTD policies the regional researchorder to develop this vision agenda, the regional RTD policies, the regional research infrastructure, the regional research driven clusters and management of energy self sufficiency will be objective of a more in depth study.Role of the ParticipantsRole of the ParticipantsKRF: Reviewing sustainable energy RTD activities in Hungary and production of summary report; assessment of sustainable energy technology supply and demand; contribution of findings toward RESGen regional directory; liaison with task coordinator to carry out regionalfindings toward RESGen regional directory; liaison with task coordinator to carry out regional mapping exercise for Northern Hungary; preparing SWOT analysis for the region utilising information gathered in previous tasks;

Deliverables list – D.2…D.3…

D2.1“Greenbook” on regional RTD policies and framework for research driven clusters and the impact on energy  2 Technalia‐LAB R PU 4self sufficiency and economic development

Directory of technology offers and demands inD2.2 Directory of technology offers and demands in sustainable energy technologies 2 Technalia‐LAB R PU 6

D2.3 Regional competences map 2 Technalia‐LAB R PU 10g p p

D2.4SWOT analysis  of each region with respect to their competences in RTD policies and energy self sufficiency

2 KRF R PU 12sufficiency

D3.1 Identification of regional energy research‐driven clusters 3 KRF R PU 6

D3.2 Evaluation of regional research‐driven clusters 3 KRF R PU 12

D3.3 Manual for managing research‐driven clusters 3 CEPV R PU 18

D3.4 Four Regional Round Tables with regional key experts 3 EVE O PU 18

1 B C i1. Basque Country region

• The following slides presents the results of Basque SWOT

• They have done the SWOT‐process in  three steps:1) Brainstorming with RESGen regional team) g g2) Presenting the draft SWOT to RSC and new round of ideas3) Formulating the final SWOT

They made the SWOT analysis from two aspects:1) Sustainable energy SWOT (text in green) ) gy ( g )2) R&D and innovation SWOT (text in blue)

St th W kStrengths• Mild climate

WeaknessesMild climate

• Concentrated population• Good energy infrastructure and electricity 

interconnections

• Economy is largely based on (heavy‐)industry that is a large energy consumer

• High dependency on imported fossil fuels• Autonomous regional government and regional 

energy policies• “Reference” energy firms

A i l

High dependency on imported fossil fuels (gas and oil)

• Limited resources of renewables (radiation rate, speed of wind)

• Active energy cluster

• Region with strong industrial tradition and innovation culture

p )• Limited territory for renewable installation 

(small region with high population density) • Established housing infrastructureinnovation culture

• Autonomous regional government and regional innovation policies 

• High level of R&D investments

g• Consuming habits

• Level of R&D investment is lower thang• Existing critical mass of research• High technology level of energy sector• High level of technological development in some 

Level of R&D investment is lower than leading European countries

• Too weak connections between universities and industryg g p

fields of sustainable energy (smart grids, wind and solar thermal) 

• Internationally well networked actors 

universities and industry• Many SMEs with insufficient resources for 

innovation or internationalization

O i i Th tOpportunities• High energy prices

Threats• High energy prices• Favorable renewable energy regulation 

in national and European level• Globally a sector with lots of growth

• Lack of talented labor force in the mid term future

• Social opposition of large scale energy• Globally, a sector with lots of growth potential! 

• Marine energy potential

Social opposition of large scale energy projects

• Importing renewable energy

• Exporting our technological know‐how in renewablesN i t h l i

• Global economic crisis affecting on R&D funding

• Emerging economies (e g China India)• New emerging technologies: wave energy, off‐shore wind energy, photovoltaic, geothermal energy, electric vehicles

• Emerging economies (e.g. China, India) with fast learning curves in energy technologies

• Low adaptation of new opportunitieselectric vehicles…• Regional specialization to emerging 

inter‐related sectors (BIO, NANO)• Lead Market Initiatives (electric vehicles

Low adaptation of new opportunities like eco‐innovation in the region

• Low level of venture capital and investments on emerging technologies Lead Market Initiatives (electric vehicles, 

feed in tariffs for RES, low carbon)g g g

2. SWOT analysis in OstrobothniaS O a a ys s Ost obot aStrengths Weaknesses

1 Plenty of Renewable energy Sources RES 1 The need for (accelerated) systemic change1 Plenty of Renewable energy Sources, RES potential significant

2 Nationally the best wind power potential3 ”Region of New Energy”; positive attitude, 

1 The need for (accelerated) systemic change, with the objective of integration of centralised and decentralised systems

2 Monumental need for developmentg gy ; p ,common approach toward RES generation among stakeholders

4 Open mind and low threshold for new technical i ti

p3 Poorly developed infrastructure and value 

chains for RES based production (including logistics and regulations)

4 St t i ti l t diti l tinnovations5 Strong energy industry and technical 

innovations6 Cumulative development knowhow

4 Strategic conservatism: large traditional actors trying to prevent new actors to penetrate to the markets

5 Hesitation in decisions by enterprises6 Cu u at e de e op e t o o7 Global activity and ability to internationalise by 

the local industries8 Significant share of the RES‐focussed 

i l l i l

5 es tat o dec s o s by e te p ses6 Deficiencies in marketing: the big audience 

don’t recognise “Energy Capital” or “Region of New Energy”

d f il f l i d fcompanies are local or regional9 Tradition of entrepreneurship10 Recognised status among experts in the energy 

sector nationally

7 Dependence on fossil fuels, massive need for investments to RES based production (also opportunity)

8 All RES are not competitive or realistic insector nationally11 Excellent location geographically (e.g. logistics, 

fuel deliveries)12 Own university in the region

8 All RES are not competitive or realistic in Ostrobothnia (wave, some solar, floating wind)

9 Low subsidies for investments nationally10 Slow reacting capacity by innovation systems 

by demand11 Weak national political lobbying

Opportunities Threats

1 Relative advantages and new 1 Receding of the ownership and decision1 Relative advantages and new specialisation (e.g. manufacturing of fuel cells to Vaasa)

2 The initiator’s advantage especially in 

1 Receding of the ownership and decision making away from Ostrobothnia

2 Transfer of Ostrobothnian expertise elsewhereg p y

totally new markets3 Global growth of RES based energy 

markets

3 Continuous vortex for developing novel solutions

4 Competition in RES markets, nationally4 Demand for systemic expertise and ability 

for management of large entities5 Released R&D capacity caused by leakage 

p , y5 RES markets will not grow as soon as 

forecasted 6 Unsteady political trendsp y y g

of expertise from Ostrobothnia abroad (e.g. china)

6 Establishing of Scandinavian enterprises 

y p7 Global recession will not support the 

markets8 Mysticism in the energy related discourse 

to Finland via Ostrobothnia7 Opportunity to international energy 

consultancy

(no full logic, one sided approaches)

3 Th N h H i i3. The Northern Hungarian region

1. The methodology was elaborated  by the KRF and accepted by the RESGEN‐workshop in November 2009.

2 The elements of SWOT analysis are:2. The elements of SWOT‐analysis are:‐ Energy‐profile of the region (based on the „sustainable energy management” model prepared by Dr. Dinya, including 15 parameters):

present situation S and W‐ present situation = S and W ‐ future potential = O and T

‐ RES‐innovation profile of the region (based on the parameters of the Porter‐d l d t d b D Di i l di 16 parameters)model adapted by Dr. Dinya, including 16 parameters):‐ present situation = S and W ‐ future potential = O and T

3. The RSC (13 members) has been asked to evaluate all of the parameters on the scale (1…5) taking into account the present conditions (S, W) and the potentialfuture changes (O, T) in the frame of a „focus‐group”’ meeting (04.02.2010).

4 Aft d t i i th i l t th k d f t t iti4. After determining the regional strengths ‐ weaknesses and future opportunities –threats there was made a combination of energy and innovation parameters to select the best choices for a strategic action program.

Energy profile – present / futureEnergy profile  present / future

E fil f N th HEnergy profile of Northern Hungary

Social attitudeW , T S , O

O

Smart grid

Integrated actors

Legal background

OO

W

S

N l

Infrastructure

Efficiency

Smart grid OO

W

S

T

Oil

Gas

NuclearFuture (+/-)Present (+/-)

O

WW

W

TT

T

Wind

Water

Coal OS

WW

Bi

Geothermal

Solar

d

O

O

W

W

1,0 1,5 2,0 2,5 3,0 3,5 4,0 4,5 5,0

Biomass S

RES‐innovation profile – present / future

RES-innovation profile of NHW T S O

Education

Culture, attitudeW , T S , O

OS

W

Demanded customers

Connected branches

Public services WO

W

Demand size

Quality

Customers power

F t ( / )O

W

Intensity

Motivation

Demand size Future (+/-)Present (+/-)

O

O

SS

Infrastructure developed

Existing rivalry

Competing strategies OO

Financial sources

Human conditions

Infromation sources OO

SS

W1,00 1,50 2,00 2,50 3,00 3,50 4,00 4,50 5,00

Financial sources W

P t it ti d f t t ti l f ti i th N thPresent situation and future potential of energetics in the Northern Hungarian region

Strength”Weakness”

4,500

5,000

E

„Strength„Weakness

„Op

4,000 BiomassSolar 

Efficiency 

Smart grid 

Integrated actors

Social attitude

pportunity

3,000

3,500

Futu

re Geothermic 

Wind 

Water

Coal Infrastructure Legal bac

Social attitude

y”

2 000

2,500

F Water

Gas

ckground 

„Thr

1,500

2,000

Oil  

Gas 

Nuclear

reat”

1,0001,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000

PresentPresent

RES l t d i ti it t d f t t ti l iRES-related innovation capacity - present and future potential in the Northern Hungarian region

Strength”Weakness”

4,500

5,000

Existing Information sources

Financia

„Strength„Weakness

„Op

4,000 Demand size 

g rivalryCo H

Information sources

Motivation

Quality 

Education programs

Connecting branches

l sources

pportunity

3,000

3,500

Futu

re

Infrastructure dom

peting strateg

uman conditions

IntensityCustomers power 

Public services Culture, atti

Demanding

y”

2 000

2,500

F developedgies

situde

customers

„Thr

1,500

2,000 reat”

1,0001,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000

PresentPresent

PRESENT/INSIDE

FUTURE/

STRENGTHS (+) WEAKNESSES (-)

ENERGETICAL INNOVATION ENERGETICAL INNOVATION

Deman-FUTURE/OUTSIDE Coal Biomass Smart

gridEduca-

tionInnov.

demandInn.mo-tivation Nuclear Gas Oil Public

serviceConnect. branches

ded custo-mers

Integrated actors 1 1 5 5 5 8 8 8

ENER-GETI-CAL

actors

Smart grid 1 1 5 5 5 8 8 8

Solar 3 8 8 8OPPORTUNITIES

(+)

Biomass 1 1 5 5 5 8 8 8

Education 2 3 3 6 6 6INNO-

VA-TION

Education 2 3 3 6 6 6

Innovation demand 2 3 3 6 6 6

Information 2 3 3 6 6 6Information 2 3 3 6 6 6

ENER-GE-

Nuclear 2 2 9 9 9

Gas 2 2 9 9 9

THREATS

TICAL

Gas 2 2 9 9 9

Oil 2 2 9 9 9

A i d 4 4 4 7 7 7ATS (-)

INNO-VATI-

ON

Attitude 4 4 4 7 7 7

Public services 4 4

DemandedON Demanded custumers 4 4 7 7 7 8

Customers power 4 4 8

RES i i f h iRES‐vision for the region

There is no officially accepted energy vision in the region until now!

The proposed regional RES-vision in harmony with sustainability trends and workshops as follows:trends and workshops as follows:

"The Northern Hungarian region will serve withThe Northern Hungarian region will serve with energy its economy and population on the most sustainable way by achieving the highestmost sustainable way by achieving the highestpossible RES-ratio and the effectiveness of production and consumption of energy ensuringthe most possible regional independency from energy import until 2020."

4 SWOT f C ll4. SWOT for Cornwall

Methodology– The key regional stakeholders involved in sustainable energy in Cornwall

inputted into the SWOT analysis.– Mentor Interviews were conducted with high influence, regional stakeholders

in the field of sustainable energy, involving 10 representatives from acrossin the field of sustainable energy, involving 10 representatives from acrossthe public, private and research sectors.

– In addition, whilst conducting the SWOT analysis the project team tookd f l ki l i C ll F l h Eadvantage of two large events taking place in Cornwall: Falmouth EnergyWeek; and the Royal Cornwall Show. A questionnaire was designed forparticipants at each event.

– On completion of the questionnaires a full list of all strengths, weaknesses,threats and opportunities was collated and combined with the responsesreceived during the Mentor Interviews This was then circulated to those whoreceived during the Mentor Interviews. This was then circulated to those whotook part in this exercise, as well as more widely, to get further input.

R l f SWOT f C ll (1)Results of SWOT for Cornwall (1)Strengths Weaknesses

A d i h d h (C bi d U i i i Th ll i f h L C b & E i l G d Academic strengths and research (Combined Universities in Cornwall).

Convergence Funding until 2013. £50 million public sector investment in the Wave Hub. South West designated as Low Carbon Economic Area for

The small size of the Low Carbon & Environmental Goods & Services (LCEGS) sector and businesses within Cornwall.

Limited manufacturing capacity. Lack of leverage in the sector affecting investment South West designated as Low Carbon Economic Area for

marine energy. Marine and geothermal expertise. Existing skills base and experience. High quality vocational and employer led skills

infrastructure to support sustainable energy

Lack of leverage in the sector affecting investment opportunities.

A lack of market / demand for renewable energy technologies.

Lack of supply chain development.Opportunities are not capitalised i e Cornwall’s mine infrastructure to support sustainable energy

developments. Large natural resources available for renewable energy. Private sector capable of innovation and clever with

resources.

Opportunities are not capitalised i.e. Cornwall’s mine water potential.

Grid capacity – Can’t expand RE Generation. Lack of high level vocational skills. Strategic leadership at all levels is at risk of being eroded.

Leading other UK regions in terms of RE installed capacity.

Political will to develop renewable energy and a willingness to think big.

Government launch of a new Feed in Tariff

Rural and remote nature of Cornwall: Low population densities make it difficult to efficiently distribute energy.

Bureaucracy: Planning and environmental health prevent some RE developments.

Instances of poor tradesmanship put reputation of sector Government launch of a new Feed in Tariff. Public sector leadership e.g. Green Cornwall Programme. New Unitary Authority provides level playing field in terms

of planning. Track record of delivery.

G d i i hi / k

Instances of poor tradesmanship put reputation of sector at risk.

Lack of public understanding. Availability of local grants and capital. High installation costs.

Good existing partnerships/ networks. ‘Get it done’ attitude. A lot of private properties have available land to allow

renewable energy generation.

Lack of joined up thinking between national and local level.

R l f SWOT f C ll (2)Results of SWOT for Cornwall (2)Opportunities Threats

Job creation i e in the marine sector The public sector’s current lack of understanding Job creation i.e. in the marine sector Academic knowledge base (Environment and

Sustainability Institute (ESI)) and links with businesses. Large renewable energy potential. Largest mine-water potential in Europe.

The public sector s current lack of understanding. The direction of public / European funding. Strong national/international companies could swamp

Cornwall’s SME’s Global competition – other regions may take the lead in

The developing marine sector in Cornwall through the Wave Hub.

Development of large scale renewable projects e.g. large scale solar parks using local firms – also provides peripheral supply chain opportunities

developing renewable technologies. Investment in the wrong technologies i.e. offshore wind. Unwillingness in private sector to invest in some

technologies. Lack of demonstrated demand for marine energy could peripheral supply chain opportunities.

Co-op approach for large scale projects. Access to land-based resource for location of energy

projects and production of biomass. Renewable Heat Incentive (RHI) incentivising commercial

d d ti h t

Lack of demonstrated demand for marine energy could lead to lack of investment.

Public opposition to renewable projects. Skills gaps. The economic downturn leading to funding uncertainty.

P i l h li i / h i and domestic heat. High dependency on oil. Available customer funds. Open planning process. First mover advantage – selling expertise to the world.

Potential changes to policies/support mechanisms as a result of the new UK Government.

Poor installation and service. Lack of government support to consumers. Perceived cost of renewables.g g p

Huge opportunities to reduce carbon by retrofitting existing housing stock with detailed proposals in existence to take this forward on a large scale i.e. the Low Carbon Retrofit (GSHP). Use of housing targets to build low energy housing i e St

Conservation areas restrict developments of RE. Weak planning leadership. Energy Security. RHI may not be implemented by new Government.

Loss of Regional Spatial Strategies will lead to loss of RE Use of housing targets to build low energy housing i.e. St Austell Ecotown.

Shared learning with other countries and regions.

Loss of Regional Spatial Strategies will lead to loss of RE targets.

C l i f h SWOT f C ll (1)Conclusion of the SWOT for Cornwall (1)

• Cornwall should be in a strong position as a result of large available renewableenergy resources which include wind, wave, geothermal and solar. The CombinedUniversities in Cornwall provides a strong research focus coupled with significantp g p ginvestment coming into the region through European Convergence programmes.Cornwall also benefits from a strong industrial heritage, skilled local workforce andboth public and political support for renewable energy generation However despiteboth public and political support for renewable energy generation. However, despitethe obvious advantages over other UK regions, only a small percentage of Cornwall’senergy is currently produced by renewables.

• Several key weaknesses have been identified which have hindered the developmentof the renewable energy sector These include the lack of market and demand forof the renewable energy sector. These include the lack of market and demand forrenewable energy; limited grid capacity; and a lack of strategic leadership and joinedup approach amongst the public sector. In addition the small size of businesses inCornwall and low levels of manufacturing leads to a lack of capacity which in turnCornwall and low levels of manufacturing leads to a lack of capacity which in turnaffects market leverage and investment opportunities.

C l i f h SWOT f C ll (2)Conclusion of the SWOT for Cornwall (2)

Th l b f f i i d bl• There are a large number of future opportunities to expand renewable energyinnovation capacity in the region. Cornwall has a strong academic sector withworld leading renewable energy research and good links with local businesses.There are several large projects already in development including the Wave Hub,the proposed Environment and Sustainability Institute, the development of solarparks and the opportunities presented by St Austell Ecotown. There is potential forp pp p y pjob creation and skills development, and if Cornwall is successful in pushingforward this agenda, the region could gain a first mover advantage allowingexpertise to be sold both nationally and globallyexpertise to be sold both nationally and globally.

• Effective expansion of the renewable energy sector in Cornwall will depend onp gy pwhether threats can be mitigated. The most significant threats are thought to beeconomic uncertainty and changing priorities within the new UK Government.Additional threats are posed through investment in unsuitable technologies publicAdditional threats are posed through investment in unsuitable technologies, publicopposition to renewable energy developments (i.e. wind) and competition fromlarge national and international companies.

C l i f h SWOT f C ll (3)Conclusion of the SWOT for Cornwall (3)

C ll ld b l d i bl i h i d• Cornwall could become a leader in renewable energy generation, however in orderto achieve this Cornwall needs to capitalise heavily on the strengths andopportunities presented to the region whilst effectively mitigating weaknesses andthreats. During this exercise private sector representatives identified ways in whichthe weaknesses outlined above can be addressed. For instance, the public sectorcould drive the market for renewable energy technologies and Convergencegy g gfunding could be invested to increase grid capacity in Cornwall.

• To successfully develop renewable energy in Cornwall there needs to be a clearvision and it needs to be given top priority at the political level with sufficientcapacity in place to deliver. In addition, there needs to be sufficient scale to play onp y p p ythe world stage and successfully complete internationally. Cornwall will need towork closely with neighbouring counties as well as nationally to achieve this andattract sufficient investment in the futureattract sufficient investment in the future.

Action programs based on the SWOT‐ct o p og a s based o t e S Oanalysis

1. Starting with some integrated local bioenergy systems based on the bioenergy potential and pilot systems in the region.

2. Introducing zero‐emission technologies into exploitation of coal reserves and subsidizing the co firing the biomass with coal based on efficient technologiesthe co‐firing the biomass with coal based on efficient technologies.

3. Serving the increasing innovation and education needs by using the regional bioenergy knowledge centre and involving the solar energy too.

4 Intensive dissemination of experiences in successful RES‐projects to exchange the low4. Intensive dissemination of experiences in successful RES projects to exchange the low affinity to innovation and RES‐investment.

5. Providing knowledge services for RES‐projects outside the region based on the developing regional RES‐innovation capacity especially in the field of bioenergy and di t ib t d tdistributed energy systems.

6. Starting with energy efficiency and energy sparing programs using the knowledge services of developing innovation centres in the region. 

7 Implementing intensive dissemination projects in the region to exchange the culture and7. Implementing intensive dissemination projects in the region to exchange the culture and attitude of energy consuming and to establish the social basics of sustainable energy management.

8. Starting with special consulting programs aiming the public sector (local governments, h i l h l ) i l h i h i blhospitals, schools, etc.) to involve them into the sustainable  energy management.

9. Elaborating innovative solutions for the private, public and NGO‐sectors to help them in starting with successful RES‐projects (including the technological and system‐based innovations too).innovations too).

ConclusionsConclusions

• Each region has followed their own / classical method / approach by implementing the regional SWOT‐analysis. The RSC‐s have participated in the process – the results seem to be relevantbe relevant.

• Present situation:– Energy profile: different  RES‐potential, RES‐experience, RES‐use and integration phase of 

actors – best: Ostrobothnia, weakest: NH,– RES‐innovation profile: the actors are opened, more or less networked and motivated – best: 

Ostrobothnia, weakest: NH• Future challenges:

– Energy potential: rapidly increasing local and global demand for RES, but instability in markets and policy, remaining fossile dependency

– RES‐innovation potential: coming new and more effective technologies, RES‐knowledge exportpotential but negative influence on R+D of global recessionpotential, but negative influence on R+D of global recession

• Potential tasks: – Elaborate different visions + strategic objectives + actions + timing by each regions

Th i ld ( h ld) l f h th h t b id th b t th– The regions could (should) learn from each other: „how to bridge the gap between the present and strategically aimed position?” – concerning the elaboration of strategy + action plans + achieving social agreements + implementing + monitoring of RES‐strategies

Task 3.2: Evaluation of regional research‐d i l tdriven clusters

Prepared by Dr. László Dinyabased on the Northern Hungarian regionbased on the Northern Hungarian region

Deliverables list – D.2…D.3…

D2.1“Greenbook” on regional RTD policies and framework for research driven clusters and the impact on energy  2 Technalia‐LAB R PU 4self sufficiency and economic development

Directory of technology offers and demands inD2.2 Directory of technology offers and demands in sustainable energy technologies 2 Technalia‐LAB R PU 6

D2.3 Regional competences map 2 Technalia‐LAB R PU 10g p p

D2.4SWOT analysis  of each region with respect to their competences in RTD policies and energy self sufficiency

2 KRF R PU 12sufficiency

D3.1 Identification of regional energy research‐driven clusters 3 KRF R PU 6

D3.2 Evaluation of regional research‐driven clusters 3 KRF R PU 12

D3.3 Manual for managing research‐driven clusters 3 CEPV R PU 18

D3.4 Four Regional Round Tables with regional key experts 3 EVE O PU 18

Steps of identification of clustersp

(1) Collecting(1) Collecting information about

clusters in the region

(2) Evaluation of every l t b d th icluster based on their

profile

(3) Classification of clusters in the sustainable

energy branch

(4) Detailed analysis of selected clustersand their strategiesa d t e st ateg es

Clusters in Northern Hungary – I. (31 03 2010)(31.03.2010)

No. Name Innovation related

RES -related

1. Energiabiztonsági Klaszter X X

2. Észak-Magyarországi Autóipari Klaszter NOHAC

3. ÖKOLAND Környezetipari és Hulladékgazdálkodási Klaszter X

4. ENIN Környezetipari Klaszter Kft. X X4. ENIN Környezetipari Klaszter Kft. X X

5. Észak-magyarországi Regionális Helyi Termék és Szolgáltatás Klaszter

6 EGERFOOD Él l i bi t á i é T h ló i f jl té i6. EGERFOOD Élelmiszerbiztonsági és Technológiafejlesztési Klaszter X

7. Északi Várak Útján Idegenforgalmi Klaszter

8. Gépgyártói, Beszállítói és Technológiai Fejlesztési Klaszter X

9. Geotermikus Klaszter X

10. Bioenergetikai Innovációs Klaszter X X

11. Mátrai Építőipari és Szolgáltató Klaszter

Clusters in Northern Hungary – II. (31 03 2010)

12 Magyar Űripari Klaszter X

(31.03.2010)12. Magyar Űripari Klaszter X

13. Észak-Magyarországi Logisztikai Szolgáltató Klaszter

14. Magyar Anyagtudományi és Nanotechnológiai Klaszter X

15. Észak-Magyarországi Informatikai Klaszter

16. Dél-borsodi Egészségügyi –Szociális Klaszter

17. Észak-magyarországi KKV Innovációs SzolgáltatóKlaszter X

18. Észak-Magyarországi Műanyagipari Klasztergy g y g p

19. „Zöld Utak” Turisztikai és Vendéglátási innovációs Klaszter X

20 Magyar Ügyfélkapcsolati Klaszter20. Magyar Ügyfélkapcsolati Klaszter

21. Észak-magyarországi Folyamat Innovációs Klaszter X

22. Észak-magyarországi Regionális Egészségügyi Informatikai Klaszter

Clusters in Northern Hungary – III. g y(31.10.2009)

23. Észak-magyarországi Villamosipari Klaszter X

24. Észak-magyarországi Digitális Oktatástechnológiai Klasztergy g g g

25. Innovatív –medicina Klaszter X

26 Bi E i Kl t X X26. Biomassza Energia Klaszter X X

27. Balassagyarmat Térségi Vendéglátó és Szolgáltató Klaszter

28. Észak-magyarországi Üvegipari Klaszter

29. Észak-magyarországi Regionális Pénzügyi Klaszter

30. Borsodi Hotel Klaszter

31. Magyar Foglalkoztatási Klaszter

32. Észak-magyarországi Ipari Park Klaszter X

RES‐related + innovations clusters inRES related  innovations clusters in Northern Hungary

No. Name Innovation related

RES -related

1. Energiabiztonsági Klaszter (25) X X

4 ENIN Környezetipari Klaszter Kft (38) X X4. ENIN Környezetipari Klaszter Kft. (38) X X

10. Bioenergetikai Innovációs Klaszter (29) X X

26. Biomassza Energia Klaszter (12) X X

There are in the Northern Hungarian Region existing:

-altogether 32 clustersaltogether 32 clusters

-among of them:

13 i ti l t d l t- 13 innovation-related clusters

- 4 RES and innovation related clusters (104 actors)