competitiveness agenda 25 18dec07 final1

NEAC competitiveness Agenda

2

NEAC: An agenda for the future

NEAC is the acronym for Network of European Automotive Competence. NEAC project is based

on Automotive Industry, developed on local issues from European point of view.

When it started off, in 2005, it has been considered the first step to identify correlations

between Public Policy and Competitiveness at local level, as a way forward to assist Regional

Authorities in shaping their future Strategies.

The main aim is to build a pattern in support of European Automotive Industry. As NEAC has

progressed, it has evolved beyond its original aim. It has been a relevant instrument in

shaping the creation of an EU-wide platform, European Automotive Strategy Network (EASN),

which seeks to bring together partners from the 5 EU funded Automotive projects, plus other

appropriate stakeholders to work towards improving the Competitiveness of the EU Automotive

Industry.

In this way, it becomes a fundamental part of EASN strategy and in order to achieve this goal,

NEAC project has developed powerful information tools, such as NEAC Digital Library, NEAC

Interactive Maps and NEAC Decision Dashboard.

It has identified 3 key address areas for future development activity:

1) Future Skills requirements for the EU Automotive Industry in the next 5, 10, 15 and 20

years;

2) Enabling Automotive Companies to access usable Innovative solutions to improve their

Competitiveness;

3) Supporting the development of effective and efficient Cluster Organisations to support

the Automotive Industry at all levels.

Kishor Pala

NEAC Project Coordinator

3

The approach: a flexible vision

3 content related Components plus Project Management and Dissemination compose NEAC.

They are connected each other as a chain oriented to the main feature of flexibility, which

makes clear the consistency of the whole project. Each Component focuses on different issues

at local level.

In particular, the C4 has produced a detailed analysis and comparison reference for each

Region, which was the main requirement.

Additional value has been added by the creation of NEAC Digital Library with Interactive Maps

controlled through the NEAC Decision Dashboard.

This enhancement is a direct result of the flexible approach that was adopted as the

programme itself evolved over the past two years, and the two emerging themes of Skills and

Alternative Fuels are currently featured in the library.

For members this option will provide a very quick and efficient way to search and view papers,

documents and articles for research.

Tim Williams

NEAC Component 4 leader

4

Executive summary

The Competitiveness Agenda is a strategic document based on Automotive Industry. It has the

aim to make a visible correlation between successful competence support and Regional

competitiveness agendas, merging together Regional approaches and joining local strategies to

future competitiveness of EU Automotive Regions.

The activities undertaken in writing this Agenda are linked to Regional issues from a policy-

makers perspective: evaluating local policies on Automotive Industry means to pay attention

to local authority perception of the theme.

According with this approach and together with the flexible methodology of research, it has

been possible to draw recommendations on Regional differences, sharing best practices at

European level, in a future perspective.

These recommendations have been finally implemented into so-called NEAC Decision

Dashboard, which are derived from a wide set of investigations that involved all project

components (consequently described along the document), and specific tools – as the NEAC

Digital Library – that have been created specifically for the project. In the following, the

overview of the NDD per each NEAC Region is reported.

The NDDs presented in the following are structured as tables. One table has been produced

per each territory of the NEAC area. Each table includes a description of territorial scenarios

(top part) and a set of recommendations referred to each territory (bottom part).

In the top part, two graphs are reported. Both (i.e. the top-left graph named “Detailed data”

and the right one called “Summary”) show figures concerning four aspects:

� Status, which depends on financial resources availability (as derived from C2) and

financial framework of territory and companies (as taken from C3);

� Projection, which depends on the territorial tendency to establish networks (taken

from C2), to the mentality (taken from C2) and to customers’ attention (namely the

customer care strategies as taken from C3);

� Workflow, which depends on the level of skills (C2) and the process effectiveness

(derived from C3);

� Consequences & expected scenario that group technological framework and attitude

to innovate from certain territory (C2), and learning and growth (C3).

In the left side the aspects and their bricks can be observed; in the right one, just each aspect

expressed as a weighted average (see Appendix 2) is reported. In both there a threshold is

clearly shown: below means that a given aspect should be improved, over that a given

potential is well represented. The recommendation reported above take the move from this:

5

wherever a certain aspect is below the threshold and it should be improved, some

recommendations are provided, partly based on the results taken from NDL. Recommendations

are structured as an action plan based on the different aspects reported above (status,

workflow, etc.).

As a preliminary conclusion, the results from the NEAC Decision Dashboards show that overall

the Regions that have taken part in NEAC demonstrate that in general they have the necessary

competence to play an important role in the future automotive industry in Europe. Moreover,

the Regions have the actual chance – thanks to the contacts established during the project –

to strengthen mutual relationships in promoting common business, new initiatives and projects

at European level.

An important added value, in this direction, comes from the emerging themes that NEAC has

identified. These are:

- the identification of the Skills needed to improve the core competences in the current

and mainly future employees in automotive domain;

- the wide set of opportunities provided by the Alternative Fuels and Powertrains in the

vehicles’ design and development;

- and finally the creation of more advanced Automotive Clusters.

These themes, combined with the need to work with more Regions, has enabled NEAC to

influence 5 complimentary EU funded projects to unite to form the European Automotive

Strategy Network (EASN), which will be launched at the end of 2007.

All methodological results are reported in Appendix 2.

6 STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING

STATUS PROJECTION WORKFLOW CONSEQUENCES

& EXPECTED

0

3

6

Hungary (Magyarország)

Detailed data Summary

Recommendations

To be improved

Good

•oil•combustion•innovation•renewable energy•natural gas •vegetable oil

•hybrid-electric-conventional engine vehicle;•coal oven steam vehicle•alternative fuels vehicle•non conventional oil•diesel type biofuel•Biodiesel•air vehicle

RESEARCH ISSUESin which it should be

paid attention (according with the domain identified in NEAC Digital

Library)

The consequences and the expected scenario of Hungary are good: the region resources allow to carry out the research projects belonging to the interest area. Despite this, some efforts are needed to consolidate the innovation extent.

CONSEQUENCES and EXPECTED SCENARIO

The projection of Hungary is good: the territorial development has been achieved. A little bit more attention could be paid to the customer care field.

PROJECTION

The workflow of Hungary is also good. The region has a highest level of process that could improve the low skills resources in short term. The Region is able at starting new research projects belonging to the relevance area.

WORKFLOW

The status of Hungary is good for what concern that financial resources available while the financial structure could be enriched. STATUS andMOTIVATION

Hungary (Given the general positive results, urgent intervention are not strictly required)NAME (Intervention Priority)

Figure 1 - NDD for Hungary (Magyarorszàg)

7 STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

Province of Reggio Emilia (Provincia di Reggio Emil ia)


Recommendations

•vegetable oil•oil•combustion• innovation•alternative fuels•gas

•hybrid-electric-conventional engine vehicle;•coal oven steam vehicle•alternative fuels vehicle•non conventional oil•diesel type biofuel•biodiesel



Library)

The consequences and the expected scenario of Reggio Emilia are also considered as good by the figures. It means that the region resources allow to carry out the research projects belonging to the interests’ area expressed by the NEAC regions. Despite this, some work should be made in order to consolidate the learning & growth extent.


The projection of Reggio Emilia vision is evaluated as good. Therefore, it can be concluded that the territory development is following an active and fruitful process. Despite this some work should be done in order to improve the network system and the customer care field.

PROJECTION

The workflow of Reggio Emilia should be improved. In particular, it has to be pointed out that the skills system should be extended and this could provide a important impact towards the entire industrial process which could be strengthen by these wide set of competences in the short- and medium- term.

WORKFLOW

The status of Province of Reggio Emilia is evaluated as good as its financial position allows to start off new research projects which belong to the priorities identified by the European Commission policies as depicted in the NEAC digital library. In order to keep the project orientation and technological transfer as high as possible, some further activities should be paid in the consolidation of the financial resources.

STATUS andMOTIVATION

Province of Reggio Emilia (Intervention could be helpful to strengthen the territorial development)NAME (Intervention Priority)

To be improved

Good

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

Figure 2 - NDD for Province of Reggio Emilia

8 STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

North Rhine-Westphalia (Nordrhein-Westfalen)


Recommendations

To be improved

Good




Library)

The consequences and the expected scenario of North Rhine-Westphalia should be improved: the region resources may not allow to carry out the research projects belonging to the interests’ area expressed by the NEAC regions area. Learning and growth are a key topic that should be promoted.


The projection of North Rhine-Westphalia is evaluated as good: the development of the territory is actually carried out. Despite of the projection can rely on a good stakeholders’ mentality and network should be better projected towards this attention. Some work are recommended to strengthen the customer care field.

PROJECTION

The workflow of North Rhine-Westphalia is judged should be improved. The level of skills is not enough to improve the process level. WORKFLOW

The status of North Rhine-Westphalia should be improved, according to the figures collected and evaluated. In particular, the financial structure and status recommend to start off new research projects in the NEAC priority area (i.e. the issues closer to the European Commission policies). The effect of these actions, could therefore contribute to strengthen the overall regional financial resources availability.


North Rhine-Westphalia (Intervention could be really helpful to strengthen the territorial development).NAME (Intervention Priority)

Figure 3 - NDD for North Rhine-Westphalia (Nordrhein-Westfalen)

9

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

Samara (Сама�ра)


Recommendations

To be improved

Good




Library)

The consequences and the expected scenario of Samara are good: when the status will be good the region resources may allow to carry out the research projects belonging to the interest area (once again using the special role to be not a direct European member state, but being interesting for European Commission a other partners). Despite this, the consequences and expected scenario resources could be generally improved.


According to the data available (non complete), the projection of Samara should be improved: the development of the territory should be actively pursuit. The Region networking should be enriched and the stakeholders mentality should be changed.

PROJECTION

According to the data available (non complete), the workflow of Samara is good: when the status and the projection will be also good, the region may start new research projects belonging to the relevance area (using also the special role to be not a direct European member state, but being interesting for European Commission a other partners). Despite this, the workflow resources could be extended.

WORKFLOW

According to the data available (non complete), the status of Samara should be improved: the financial position of this Region may allow to start off new research projects belonging only to the priority area. The financial resources have to be improved.


Samara (Intervention could be really helpful to strengthen the territorial development). Since C3 analysis has not been conducted for this region, the analysis is not conducted strictly following the procedure.

NAME (Intervention Priority)

Figure 4 - NDD for Samara (Сама�ра)

10 STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

Saxony (Sachsen)


Recommendations

To be improved

Good

• hybrid-electric-conventional engine vehicle;• coal oven steam vehicle• alternative fuels vehicle• non conventional oil• diesel type biofuel• biodiesel



Library)

The consequences and the expected scenario of Saxony are evaluated as good: some work should be made in order to maintain the technology and innovation level high, paying stronger attention in particular to the wide set of possibilities provided by the 7th Framework Programme of the European Commission, in particular with reference to the NEAC regions’ interests area (mainly grouped within the Transport and Energy Workprogramme).


According to the analysis, the Saxony projection is evaluated as good: as a matter of fact, still some works could be done in providing a more effective customer care network. In the meanwhile, mentality of the decision makers is already oriented towards a stronger attention to well-developed cross-territorial networking, as well as business that could be generated within European projects and programmes related tasks.

PROJECTION

The workflow of Saxony is evaluated as good: when the status and the projection will be good and the region will maintain enough skills and process resources, it will be possible to start new research projects which belong to relevance’s areas as represented by the NEAC Digital Library. Particulary, some effort is needed in order to extent the skills of the Region.

WORKFLOW

The status of Saxony should be improved according to the figures collected and evaluated. In particular, the financial resources recommend to start off new research projects in the NEAC priority area (i.e. the issues closer to the European Commission policies). The effect of these actions, could therefore contribute to strengthen the overall regional financial structure and system.


Saxony (Intervention could be helpful to strengthen the territorial development)NAME (Intervention Priority)

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

Figure 5 - NDD for Saxony (Sachsen)

11

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

Saxony-Anhalt (Sachsen-Anhalt)


Recommendations

To be improved

Good





Library)

The consequences and the expected scenario of Saxony-Anhalt are good: the region resources allow to carry out the research projects belonging to the main interest area. As – according to the data – technology, innovation and learning and growth policies have to be preserved. A strong attention both to the 7 Framework Programme and CIP should be paid, in order to consolidate the regional technological framework.


The projection of Saxony-Anhalt is evaluated as good. Therefore, the territorial development is actively carried out. When the workflow will be good it will be possible to start new research projects belonging to the relevance areas as reported in the digital library. Suggestions could be to even more stimulate the mentality of the decision makers towards the networking processes, both among public institutions, and different companies internally and externally in respect to the NEAC area.

PROJECTION

The workflow of Saxony-Anhalt should be improved: the region may not have enough skills and process resources to start new research projects belonging to the relevance’s areas as represented by the NEAC Digital Library. The level of skills could not support the process level, that could be consolidated in this way.

WORKFLOW

The status of Saxony-Anhalt is evaluated as good: the financial position of this Region allows the starting off of new research projects belonging to the priority area as highlighted by European Commission and depicted in NEAC Digital Library. According to the figures, there is room for further consolidation and improvement of the regional financial structures and resources.


Saxony-Anhalt (Intervention could be helpful to strengthen the territorial development).NAME (Intervention Priority)

Figure 6 - NDD for Saxony-Anhalt (Sachsen)

12 STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

Slovenia (Slovenija)


Recommendations

To be improved

Good

• hybrid-electric-conventional engine vehicle;• coal oven steam vehicle• alternative fuels vehicle• non conventional oil• diesel type biofuel• Biodiesel



Library)

The consequences and the expected scenario of Slovenia is good: the level of technology and innovation is very high. In order to start and to take part in research projects belonging to the interest area, the Region status have to be enhanced and the consequences & expected scenario resources could be helpful in this way.


The projection of Slovenia is good: the development of the territory is actively pursuit. More could be made in the customer care field: in this way a the improvement process could be lead by the high cross-territorial networking and the by the attentive stakeholders mentality.

PROJECTION

The workflow of Slovenia is good: the highest level of process and skills should be employed to consolidate the Region financial status. When the status will be good, the projection resources allows at starting and to taking part in research projects belonging to the relevance area.

WORKFLOW

The status of Slovenia should be improved: the financial position of this region allows the starting off of new research projects belonging to the priority area. These project will be helpful to improve the financial resources and structures.


Slovenia (Intervention could be helpful to strengthen the territorial development)NAME (Intervention Priority)

Figure 7 - NDD for Slovenia (Slovenija)

13

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

Community of Valencia (Comunitad Valenciana)


Recommendations

To be improved

Good




Library)

The consequences and the expected scenario of Community of Valencia are good: the highest level of innovation are enough to compensate the low level of technology. However, when the status will be good, the region resources will allow to carry on the research projects belonging to the interest area for NEAC area, as it already happening with the strong attention that this region is putting – for instance – to the topics of 7 Framework Program.


The projection of Community of Valencia is should be improved. The territorial development can be actually obtained. The customer care field is well-structured and could lead the strengthen of workflow issues, in order to make this development even more systematic and effective.

PROJECTION

The workflow of Community of Valencia should be improved. In particular, it has to be pointed out that the skills system is quite strong and this could provide a important impact towards the entire industrial process which could be strengthen by these wide set of competences in the short- and medium- term.

WORKFLOW

The status of Community of Valencia is should be improved. The financial position of this Region allows the starting off of new research projects in the priorities identified by the European Commission policies; despite this some efforts are required to improve the Region status in terms of resources and structures.


Community of Valencia (Intervention could be really helpful to strengthen the territorial development).NAME (Intervention Priority)

Figure 8 - NDD for Community of Valencia (Comunidad Valenciana)

14

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

Wales


Recommendations

To be improved

Good

• vegetable oil• oil• combustion• innovation• alternative fuels• gas




Library)

The consequences and the expected scenario for Wales are good. This means that the region resources will allow to carry on the research projects belonging to the interest area for NEAC region, particularly in the area of Interregg process, in strong alignment with NEAC results. In order to extend technology and innovation, activities should be promoted in 7 Framework Programs and CIP:


The projection of Wales should be improved. The development of the territory should be more actively and actually pursuit. To even more stimulate the effectiveness of industrial framework, it could paid more resources and attention to the customer care strategies and to the stakeholders mentality oriented to the development of a cross-territorial networking.

PROJECTION

The workflow of Wales should be improved. In this case, the region may not have enough skills and process to start off new research projects belonging to the relevance’s areas as represented by the NEAC Digital Library. This is also allowed by the really relevant automotive industrial framework for this region. Moreover, the enforcement of the level of skills could steer an even more effective impact in industrial processes and simulate the companies growing.

WORKFLOW

The status of Wales is evaluated as good, particularly for what concern the availability of financial resources. More attention towards the development of the financial structures should be paid. To do this, research oriented initiatives, particularly related to the 7 Framework Program and concerning the NEAC priority area (i.e. the issues closer to the European Commission policies) should be encouraged. In the meanwhile, opportunities coming from other areas of European Commission as CIP (concerning the venture capitalist and financial support for new initiatives) should be strongly investigated.


Wales (Intervention could be really helpful to strengthen the territorial development)NAME (Intervention Priority)

Figure 9 - NDD for Wales

15

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

West Midlands


Recommendations

To be improved

Good




Library)

The consequences and the expected scenario of West Midlands are good. The region resources will allow to carry on the research projects belonging to the interest area. The highest level of learning and growth resources should be employed to strengthen the technology and innovation extent.


The projection of West Midlands is good. As there is room for a further development of territorial potentiality, the very positive mentality of the stakeholders and the well-structured networking policies should be preserved both using European based initiatives as NEAC, both improving dialogues among companies. These activities could be oriented towards a more extra-territorial attitude to the customer care filed.

PROJECTION

The workflow of West Midlands should be improved. The Region skills and process resources may not be enough in order to start new research projects belonging to the relevance area as depicted by digital library.

WORKFLOW

The status of West Midlands should be improved. The financial position of this region allows the starting off of new research projects belonging to the priority area since now and without main trouble. Despite this, some efforts is needed in order to extent the availability of financial resources and to provide a more solid financial structure.


West Midlands (Intervention could be really helpful to strengthen the territorial development)NAME (Intervention Priority)

Figure 10 - NDD for West Midlands

16

Table of content

NEAC: An agenda for the future............................................................................................................................. 2 The approach: a flexible vision ............................................................................................................................... 3 Executive summary..................................................................................................................................................... 4 Table of content.......................................................................................................................................................... 16 List of figures ............................................................................................................................................................... 17 List of tables................................................................................................................................................................. 18 The role of C4 within NEAC Project description.............................................................................................. 19 The C2: results of territorial overview and scenario’s awareness........................................................... 20 Introduction and added value of this analysis towards the NEAC final outcome ....................... 20 Main findings of the territorial analysis ............................................................................................... 20

C3: Results of NEAC territories benchmarking ............................................................................................... 51 Introduction and added value of this analysis towards the NEAC final outcome ....................... 51

C4: the NEAC Digital Dashboards........................................................................................................................ 79 Introduction ............................................................................................................................................... 79 Results presentation and preliminary conclusions ............................................................................ 80

Appendix 1: NEAC Digital Library ........................................................................................................................ 92 Introduction ............................................................................................................................................... 92 NEAC Digital Library (NDL) .................................................................................................................... 93 NEAC Interactive Map (NIM).................................................................................................................. 96

NDL and NIM main results.................................................................................................................................... 101 Appendix 2: NEAC Decision Dashboard methodology ............................................................................... 102 Introduction: how to merge C2, C3 and C4 ..................................................................................... 102 Actions for decision makers: merging table ..................................................................................... 102 Actions for decision makers: template .............................................................................................. 109 Hungary (Magyarorszàg) .............................................................................................................................. 110 North Rhine-Westphalia (Nordrhein-Westfalen) .................................................................................. 111 Province of Reggio Emilia (Provincia di Reggio Emilia) ..................................................................... 113

Samara (Самар́а) ................................................................................................................................... 115 Saxony (Sachsen)............................................................................................................................................ 117 Saxony-Anhalt (Sachsen-Anhalt)............................................................................................................... 119 Slovenia (Slovenija) ........................................................................................................................................ 121 Community of Valencia (Comundad Valenciana)................................................................................. 123 Wales .................................................................................................................................................................... 125 West Midlands ................................................................................................................................................... 127

Recommendation flow-down................................................................................................................ 129 Hungary (Magyarorszàg) .............................................................................................................................. 130 North Rhine-Westphalia (Nordrhein-Westfalen) .................................................................................. 134 Province of Reggio Emilia (Provincia di Reggio Emilia) ..................................................................... 138

Samara (Самар́а) - data partially not available .............................................................................. 141 Saxony (Sachsen) .................................................................................................................................. 144 Saxony-Anhalt (Sachsen-Anhalt)............................................................................................................... 147 Slovenia (Slovenija) ........................................................................................................................................ 152 Community of Valencia (Comunidad Valenciana)................................................................................ 155 Wales .................................................................................................................................................................... 158 West Midlands ................................................................................................................................................... 162

REFERENCES .............................................................................................................................................................. 166

17

List of figures

Figure 1 - NDD for Hungary (Magyarorszàg) .................................................................................................... 6 Figure 2 - NDD for Province of Reggio Emilia ................................................................................................... 7 Figure 3 - NDD for North Rhine-Westphalia (Nordrhein-Westfalen) ................................................................... 8 Figure 4 - NDD for Samara (Сама�ра)...................................................................................................................... 9 Figure 5 - NDD for Saxony (Sachsen) ................................................................................................................... 10 Figure 6 - NDD for Saxony-Anhalt (Sachsen) ....................................................................................................... 11 Figure 7 - NDD for Slovenia (Slovenija)................................................................................................................. 12 Figure 8 - NDD for Community of Valencia (Comunidad Valenciana) .............................................................. 13 Figure 9 - NDD for Wales......................................................................................................................................... 14 Figure 10 - NDD for West Midlands ....................................................................................................................... 15 Figure 11 - C2 summary for Hungary (Magyarorszàg) ............................................................................... 22 Figure 12 - C2 summary for North-Rhine Westphalia (Nordrhein-Westfalen) ................................... 25 Figure 13 - C2 summary for Province of Reggio Emilia (Provincia di Reggio Emilia) ...................... 28 Figure 14 - C2 summary for Samara (Сама́ра) ............................................................................................. 31 Figure 15 - C2 summary for Saxony (Sachsen)............................................................................................. 34 Figure 16 - C2 summary for Saxony-Anhalt (Sachsen-Anhalt) ............................................................... 37 Figure 17 - C2 summary for Slovenia (Slovenija)......................................................................................... 40 Figure 18 - C2 summary for Community of Valencia (Comunidad Valenciana) ................................ 43 Figure 19 - C2 summary for Wales ..................................................................................................................... 46 Figure 20 - C2 summary for Wales ..................................................................................................................... 49 Figure 21 – C3 summary for Hungary (Magyarorszàg)............................................................................... 54 Figure 22 – C3 summary for North Rhine-Westphalia (Nordrhein-Westfalen)................................... 57 Figure 23 – C3 summary for Province of Reggio Emilia (Provincia di Reggio Emilia) ..................... 60 Figure 24 – C3 summary for Saxony (Sachsen) ............................................................................................ 63 Figure 25 – C3 summary for Saxony-Anhalt (Sachsen-Anhalt)............................................................... 66 Figure 26 – C3 summary for Slovenia (Slovenija) ........................................................................................ 69 Figure 27 – C3 summary for Communty of Valencia (Comunidad Valenciana)................................. 72 Figure 28 – C3 summary for Wales .................................................................................................................... 75 Figure 29 – C3 summary for West Midlands ................................................................................................... 78 Figure 30 - NDD for Hungary (Magyarorszàg)................................................................................................ 81 Figure 31 - NDD for Province of Reggio Emilia............................................................................................... 82 Figure 32 - NDD for North Rhine-Westphalia (Nordrhein-Westfalen) ............................................................... 83 Figure 33 - NDD for Samara (Сама�ра) ................................................................................................................. 84 Figure 34 - NDD for Saxony (Sachsen) ................................................................................................................. 85 Figure 35 - NDD for Saxony-Anhalt (Sachsen) .................................................................................................... 86 Figure 36 - NDD for Slovenia (Slovenija) .............................................................................................................. 87 Figure 37 - NDD for Community of Valencia (Comunidad Valenciana)............................................................ 88 Figure 38 - NDD for Wales ...................................................................................................................................... 89 Figure 39 - NDD for West Midlands ....................................................................................................................... 90 Figure 40 - NDL Home page .................................................................................................................................. 93 Figure 41 - NEAC Digital Library: folder concept hierarchy....................................................................... 95 Figure 42 - NEAC Digital Library: document upload mask......................................................................... 95 Figure 43 - NEAC Interactive maps .................................................................................................................... 97 Figure 44 - NEAC Interactive maps: a single example................................................................................ 98 Figure 45 - NEAC NDL results ............................................................................................................................. 101 Figure 46 - This graph shows the content of table 1 (merging table- step 1) by histograms, respecting the same rank (1. to be launched , 2. to be improved, 3. medium, 4. good, 5. excellent). ................................................................................................................................................................... 105 Figure 47 - This graph shows the content of table 2 (merging table- step 2) by histograms, respecting the same rank (≤ 3 = to be improved; > 3 = good). ......................................................... 108

18

List of tables

Table 1 Merging table - step 1: the judgement belongs to a five step rank (1. to be launched , 2. to be improved, 3. medium, 4. good, 5. excellent) and it resumes the performance of the Region. The percentage shows the cases in which the Region is above the NEAC average. ..... 104 Table 2 Merging table - step 2: this table resumes for each item (status, projection, workflow, consequences & expected scenario) C2 and C3 data in a unique judgment. Obtaining a arithmetic mean over 3, the global judgment is good, under 3 to be improved. ........................... 106 Table 3 Merging table - step 2: this table resumes for each item (status, projection, workflow, consequences & expected scenario) C2 and C3 data in a unique judgment. ................................... 107 Table 4 Action template ....................................................................................................................................... 109 Table 5 Action template for Hungary(Magyarorszàg)............................................................................... 110 Table 6 Action template for North Rhine-Westphalia (Nordrhein-Westfalen)................................... 112 Table 7 Action template for the Province of Reggio Emilia (Provincia di Reggio Emilia)Region 114 Table 8 Action template for Samara (Сама́ра)............................................................................................. 116 Table 9 Action template for Saxony (Sachsen) ............................................................................................ 118 Table 10 Action template for Saxony-Anhalt (Sachsen-Anhalt) ............................................................ 120 Table 11 Action template for Slovenia(Slovenija) ....................................................................................... 122 Table 12 Action template for Valencia(Comunidad Valenciana) ............................................................ 124 Table 13 Action template for Wales .................................................................................................................. 126 Table 14 Action template for West Midlands ................................................................................................. 128 Table 15 Conclusive recommendation flowdown for Hungary (Magyarorszàg) ............................... 133 Table 16 Conclusive recommendation flow-down for North Rhine-Westphalia(Nordrhein-Westfalen)................................................................................................................................................................... 137 Table 17 Conclusive recommendation flowdown for Province of Reggio Emilia (Provincia di Reggio Emilia) ........................................................................................................................................................... 140 Table 18 Conclusive recommendation flowdown for Samara (Самар́а) ............................................. 143 Table 19 Conclusive recommendation flowdown for Saxony(Sachsen) .............................................. 146 Table 20 Conclusive recommendation flowdown for Saxony-Anhalt (Sachsen-Anhalt) ............... 151 Table 21 Conclusive recommendation flowdown for Slovenia(Slovenija) .......................................... 154 Table 22 Conclusive recommendation flowdown for Valencia(Comunidad Valenciana) ............... 157 Table 23 Conclusive recommendation flowdown for Wales ..................................................................... 161 Table 24 Conclusive recommendation flowdown for West Midlands .................................................... 165

19

The role of C4 within NEAC Project description

The key considerations for planning the delivery of C4 are the outputs from C2 (Regional level

support policy and Regional Competence) and C3 (Competitiveness of individual businesses

and therefore the Competitiveness of Regions). C2 and C3 are outputs, from which the main

result from NEAC should be drawn considering all relevant fields of interest and thematic

aspects, to establish common areas and complementarities between the partners.

The added value of this project is provided by the relevance of discussions of expertise and ad-

hoc working groups (e.g. alternative fuels and future skills) which guarantee the flexible

approach with no path dependence.

The Competitiveness Agenda is supported by digital tools which furnish completeness to the

European Automotive scenario:

NEAC Digital Library (NDL) is based on a technological framework. NDL permits to gather

systematically relevant Automotive documents both at a Regional and EU level. Each document

uploaded in the library has an abstract which permits a quick pre-read.

NEAC Interactive Maps (NIM) are obtained by the NDL. The NIM are provided in two

different views:

• The first one represents trends, rank and values as a whole, non-geographically

referenced.

• When applicable, the second view should show how the trends, rank and other elements

in the interactive maps are re-allocated in each of the territory investigated by the

partners in C2 and C3. This second representation will provide the so-called competitive

indicators per each Region as well as the areas in which they should operate to improve

district competitiveness.

NEAC Decision Dashboard (NDD) suggest a set of concrete solutions moving from the

above mentioned tools findings and analysis conducted in C2 and C3.

20

The C2: results of territorial overview and scenario’s

awareness

Introduction and added value of this analysis towards the NEAC

final outcome

The activity covered under this Component is the creation of reports for the assessment of the

Automotive Competence of Regional partners’ supply base.

The relevant areas will be investigated in terms of:

• Public policy (e.g. Research and Development, Technology Transfer, Innovation and

Skills)

• Cluster Demographics (e.g. technological focus, institutional framework and strategic

scope)

• Success perspectives.

Each Region presents several traditions, skills and areas of excellence. This kind of analysis

highlights the difficulties in comparing different mentalities and approaches in education and

subsequently, in considering as priority different research fields.

This Component provides a flexible network of cultural backgrounds: the importance of C2 lies

in the possibility to better understanding the European system as a complex machine which

should be delivered towards a unique direction.

Main findings of the territorial analysis

Each NEAC Region has been evaluated at three levels:

• The first part shows the territorial features from a static point of view, as starting level

to build and realise efficient policies.

• The second step regards the same Regional partner, but it is researched by instrumental

approach. The elements in the graph are the ingredients, which foster the deployment

of local policies.

• Finally, a general comment is reported.

In summary, this Component guarantees an analytic glance, starting from the past, developing

in the present and suggesting the future for each partner.

21

HUNGARY (Magyarorszàg)

This Region presents a low academic education rate

(10%) and no other educational information is available.

The developed technological field is focused not only on

intellectual works or lights and electricity but also on

vehicle manufactures, metal processing and related

production.

The attention on Automotive Innovations is not on

specific on training activities.

It entails Regional Cluster activities in marketing and

target Regional policy-making, stimulation of Automotive-

related Innovation and Benchmarking.

The relevant areas of strategic Competitiveness include

Convergence, Recycling, Safety systems and Technology

production.

The inter-sectoral linkage with Software and Electric

Industry; Plastic and Textile sector, facilitates science-to-

business technology transfers.

22


Items of the analysis

Skills monitoring

Skills

Matching skills demand

Workforce Skills

Workforce age structure

Future supply of skilled workforce

Language skills

Mechanisms challenging mentality barriers

Mentality

Integration & acceptance of foreign workforce

Acceptance of foreign management

Acceptance of foreign cultures

General work attitude/ ethic & CI

B2B%business facilitation

Network

Targeted support

Balance of market positions

Reducing legal barriers to competitiveness

Fragmentation in the regional network

Permeability of network

Match making

Technology

Monitoring planned investment

Levels of planned investment

Regional technology fairs

Network participation at fairs outside the region

Intersectoral spillover

Technology & innovation transfer

Innovation and R&D transfer

Targeted support & innovative capacity

EU&national subsidity programs

Strategy meetings/circles and R&D intiatives

R&D spin-off

External innovation & technology transfer

Regional capital structure

Financial resources

Role of financial institutions

Basel 2 compliance

Venture Capital

Subsidized financial support

Regional business support

Area of

excelle

nce

Benchmark

Area

of

impr

ovem

ent

Figure 11 - C2 summary for Hungary (Magyarorszàg)

23


Comments:

Considering the low Hungarian extent of mentality barriers and acceptance of foreigners, both

in work context and social life, this Region should focus its energies on higher level of

professional qualification to lead young people to technical and scientific orientation.

Despite the generic activities in Automotive Innovations, the Cluster potentials are fostered by

several technology transfers and institutional resources.

The future attitude will show the inter-sectorial efforts in R&D initiatives, involving business

market and labour market according to European regulations.

24

NORTH RHINE-WESTFALIA (Nordrhein-Westfalen)

The Region presents a higher technical degree rate (17%)

than academic education one (12%), but also a relevantly

high percentage of employees with other qualifications

(71%).


intellectual works, R&D, lights and electricity but also on

vehicle manufacturers, metal processing and related

production.

The attention on Automotive Innovations is specific on

training activities: NRW Auto is an exemplary web-based,

match making platform which facilitates Regional and

Inter-Regional supply chain cooperation.

It also entails Regional Cluster marketing and target

Regional policy-making and stimulation of Automotive-

related Innovation.


Convergence, Recycling and Safety systems.

The inter-sectoral linkage with Software and Electric

Industry; Plastic and Textile sector, facilitates science-to-

business technology transfers.

25



Skills monitoring

Skills


Workforce Skills



Language skills


Mentality






Network

Targeted support





Match making

Technology











R&D spin-off



Financial resources


Basel 2 compliance

Venture Capital



Area of

excell

ence

Benchm

ark

Area o

f

impr

ovem

ent

Figure 12 - C2 summary for North-Rhine Westphalia (Nordrhein-Westfalen)

26


Comments:

Considering the high extent in workforce skills, but the insufficient acceptance of foreign

cultures, this Region should focus its energies on higher level of professional qualification and

immigrants’ integration to move towards a more equal and balanced civic policy.

Studies are monitored to have more information and plan an NRW-wide network centre for the

Automotive Industry as a Contact Point for all Automotive specific questions and problems. The

Automotive Competences are fostered by NRW auto’s seminars and exchanging platforms to

be discussed.

“Fuels for the Future” base will be a relevant way to identify potential network partners, their

strategies and development paths; acquisition and combination of all relevant Competences in

the value-added process from fuel production through to the consumer; creation of a sound

basis for expanding, settling and founding companies.

The technological advanced field in metal works and production will gain economic advantages:

the financial potentials are fostered by the NRW Bank, which intends to improve information

about funding instruments by centralising financial support tools, which will also generate new

Innovative financing products for companies.

The future expectations show that the national and local transfers are stimulating R&D spin-

off.

27

PROVINCE OF REGGIO EMILIA (Provincia di Reggio Emilia)

The Italian Province of Province of Reggio Emilia presents

a low academic education (only 5%), but it provides a

renowned educational technique: Reggio’s Approach to

childhood education.


Audio Systems, Engine Components, but also on

Alternative Fuels and Injection Technologies, Passenger

Security and Safety sector; Metal Processing and related

production.

The local mentality shows proactive political and

municipal policy for local welfare and social planning. It

includes education and lifelong learning, employment

policies and citizen’s rights.


training activities and target Regional policy-making.

The relevant areas of Strategic Competitiveness include

design, energy and safety systems.

Automotive R&D is stimulated just on company level, and

the inter-sectoral linkage with Motorcycle, Railway and

Agriculture Machinery, facilitates science-to-business

technology transfers.

28


REGGIO EMILIA


Skills monitoring

Skills


Workforce Skills



Language skills


Mentality






Network

Targeted support





Match making

Technology











R&D spin-off



Financial resources


Basel 2 compliance

Venture Capital



Area of

excell

ence

Benchmark

Area

of

impr

ovem

ent

Figure 13 - C2 summary for Province of Reggio Emilia (Provincia di Reggio Emilia)

29


Comments:

Considering the high level of educational skills, Province of Province of Reggio Emilia should

focus its energies on highest rates of skills to develop a complex training system.

Implementation of the Regional Plan is centred on “Research, Innovation and Technology

Transfer” to increase the capacity of companies to apply and deliver R&D in co-operation with

universities and other knowledge providers towards the Regional Automotive supply base.

The Regional businesses widely support the Regions’ activities, especially in R&D spin-off.

30

SAMARA (Сама́ра)

The Russian Samara Region presents not only an

important academic education (Regional Quality Institute

and Volga Quality Club), but also a developed

technological field, focused on technical production of

small components and machinery. The Region is involved

in Alternative Fuels studies and Injection Technologies.

With regard to the cultural mentality, Samara’s

administration offers facilitation in order to stimulate the

environmental aspect and improve the quality and

management, leading finally to higher quality of life; this

awareness leads to pay more attention on specific

Innovations, such as training activities, stimulation of

Automotive-related Innovation, Supply-Chain

Management support, implementation of Quality

Management, targeted Regional policy-making,

implementation of EU guidelines (energy, CO-emissions

trading).


Design, Energy & Environment and Safety Systems.

Despite Automotive R&D is not enough stimulated by

public institutions or private companies, an inter-sectoral

linkage with Aerospace, Railway and Petrol Chemical

Industry facilitates science-to-business transfers; export

market is oriented to not-EU areas (99.5%).

31



Skills monitoring

Skills


Workforce Skills



Language skills


Mentality






Network

Targeted support





Match making

Technology











R&D spin-off



Financial resources


Basel 2 compliance

Venture Capital



Area of

excell

ence

Bench

mark

Area o

f

impr

ovem

ent

Figure 14 - C2 summary for Samara (Сама́ра)

32


Comments:

Samara presents a fruitful situation in financial resources, where supporting investments

derived by Regional businesses, subsidised venture capital and institutional resources.

The efficiency of the system is due to a matchmaking of partners and foundation of joint

enterprises with a share of foreign capital and foreign technologies, which proposed for the

future the implementation of large scale infrastructure and mobility projects, e.g. inter-modal

logistics node in Togliatti area.

With regard to the Automotive Clusters, a new AVTOVAZ car assembling in Togliatti has been

planned, increasing volume of Regional yearly car production by 450,000 new cars, providing

market and cooperation opportunities for suppliers on 3 levels: joint ventures, purchase of

licenses and/or joint development of components.

33

SAXONY (Sachsen)

The Saxony Chemnitz-Zwickau Region presents a higher

technical degree rate (15%) than academic education one

(5%), but also a relevant high percentage of employees

with other qualifications (80%). The developed

technological field is focused on the production of

technologies and Safety Sector; Mechatronic supplies,

related materials and production technologies;

Powertrain, Engines and Power Engineering.

Local activity of AMZ Lounge offers the creation of a

friendly climate among Regional suppliers and information

brokerage on Automotive development trends; the

attention on specific Automotive Innovations relates to

training activities, with IAW e. V.Industry which drives

R&D and technology transfer network and stimulates

Automotive-related Innovation.


Convergence, Digital Design, Recycling and Safety

Systems. Companies in supply-chain field stimulate

Automotive R&D. The inter-sectoral linkage between

Machinery and Chemical Industry; the majority of export

market is oriented to EU areas (80%).

34

SAXONY (Sachsen)

SAXONY


Skills monitoring

Skills


Workforce Skills



Language skills


Mentality






Network

Targeted support





Match making

Technology











R&D spin-off



Financial resources


Basel 2 compliance

Venture Capital



Area of

excell

ence

Bench

mark

Area o

f

impr

ovem

ent

Figure 15 - C2 summary for Saxony (Sachsen)

35

SAXONY (Sachsen)

Comments:

The Region presents a good situation in financial resources, in particular in subsidised financial

support for external innovations. This peculiarity in accordance with a strong inter-sectorial

spill over will produce a wide participation of Regional Competitive Networks to Technology

Fairs outside the Region.

The better working of networks, in general and in particular for Automotive base supply is

linked to the balance of market position, with a low rate of targeted support which should be

re-planned.

As regard as the Automotive Clusters, European Centre of Competence Mg-Light Weight

Construction, includes the creation of a European technology platform for Innovative

applications.

36

SAXONY ANHALT (Sachsen-Anhalt)

This Region presents a good academic educational level

(25%), due to the VDTC - Virtual Development and

Training Centre; while the technical degree rate is lower

(15%). The developed technological field is focused not

only on Production Technologies, Electric Sector and

Safety and Engineering Systems, but also on Virtual

Design and Digital Manufacturing, Passenger Security and

Safety Sector; Metal Processing and related Production.

The attention to Automotive Innovations is on training

activities and it targets Regional policy-making.

Relevant areas of strategic Sompetitiveness include

Energy and Safety Systems.

Automotive R&D is dynamised by public institutions and

on company level, and the inter-sectoral linkage with

Vehicle Construction and Electric Industry, which

facilitates science-to-business Technology Transfers..

37



Skills monitoring

Skills


Workforce Skills



Language skills


Mentality






Network

Targeted support





Match making

Technology











R&D spin-off



Financial resources


Basel 2 compliance

Venture Capital



Area of

excelle

nce

Benchm

ark

Area

of

impr

ovem

ent

Figure 16 - C2 summary for Saxony-Anhalt (Sachsen-Anhalt)

38


Comments:

Engineering field proposes an Excellence experience focused on “Ingenieurwissenschaftliche

Excellenz-Schwerpunkt Automotive", at University of Magdeburg, to be defined by the end of

the year.

The most efficient Mechatronic Cluster is Alliance AL, which by 2008 aims to achieve the

aspired leadership in Aluminium Casting through the development of Innovative Processes,

Technologies and Products, based on the close connection between Virtual Engineering

Training Centre and MAHREG as the Regional Automotive Cluster.

Areas of excellence will be fostered in future by Region-wide business support and not less

important, the open-minded mentality, able to challenge any barrier.

39

SLOVENIA (Slovenija)

The Slovenia Region presents a technological field

focused on Powertrain, Engines and Power Engineering,

Vehicle Manufacture, Machinery and Electric System.

The Automotive Innovations entails training activities,

supported by PTC – project and approach of a Polycentric

Technology Centre. The Region provides in particular

Supply-Chain management support and Benchmarking


Convergence, Digital Design, Energy, Recycling, Safety

and Telematic systems.

Automotive R&D is stimulated by public institutions and


agriculture and Electric Systems facilitates business-to-

business technology transfers; the majority of export


40


SLOVENIA


Skills monitoring

Skills


Workforce Skills



Language skills


Mentality






Network

Targeted support





Match making

Technology











R&D spin-off



Financial resources


Basel 2 compliance

Venture Capital



Area of

excell

ence

Benchm

ark

Area o

f

impr

ovem

ent

Figure 17 - C2 summary for Slovenia (Slovenija)

41


Comments:

The importance of National and Regional Policies is a pillar in motivating students to study

natural sciences and technology. The future perspectives indicate that public authorities will

sensitise young people to these subjects with educational programmes according to real needs.

The strong influence from European Union can be found in ERTRAC: participation and

contribution to European Technology Platform for the future of Road Transportation

Technologies. Slovenian National Platform within ERTRAC will be created to support to the

Global Automotive Industry.

One of the negative sides of the Region is the existence of mentality barriers, which can block

the strengthening of skilled and qualified workforce.

42

COMMUNITY OF VALENCIA (Comunidad Valenciana)

The Spanish Region presents a higher technical degree

rate (14%) than academic education one (9%), but also a

relevant high percentage of employees with other

qualifications (73%).


Mechatronic Supplies, Related Materials and Production

Technologies, but also on Passenger Security and Safety

Sector, Body Exterior Engineering, Metal Processing and

related Production.


training activities, for REDIT network action, a Sector

Technology Centre, (ex. AIMME Technology Centre for

Metal Processing). It also entails Regional Cluster

Marketing and targets Regional policy-making.

Relevant areas of strategic Competitiveness include

Convergence, Recycling and Safety Systems.

Automotive R&D is stimulated by public institutions and


Metal, Textile and Chemical Industry facilitates science-

to-business technology transfers. The majority of export


43


VALENCIA


Skills monitoring

Skills


Workforce Skills



Language skills


Mentality






Network

Targeted support





Match making

Technology











R&D spin-off



Financial resources


Basel 2 compliance

Venture Capital



Area of

excell

ence

Benchm

ark

Area o

f

impr

ovem

ent

Valencia

Figure 18 - C2 summary for Community of Valencia (Comunidad Valenciana)

44


Comments:

As future trend, the Spanish Region aims to the implementation of the Regional Association of

the Automotive Industry as a collective representation for the Automotive Industry. Moreover

an organisational study will be created for the development of a Technical Co-ordination Unit

for the Automotive Sector.

The programme can be founded by national investments. Many calls for Projects are active for

mainly SMEs in the field of R&D, Technology Co-operation and Technology Transfer.

The Community of Valencia expresses the force of a competitive network, strongly supported

by planned investments and sensitive to External Innovation and Technology Transfers.

45

WALES

The Wales Region presents a higher technical degree rate

(8%) than academic education one (5%), but also a

relevant high percentage of employees with other

qualifications (83%). There are 7 universities in Wales

offering courses ranging from Motorsport degrees to

MBAs, and research work covering sectors from

Bioscience to Micro and Nano Technologies. In addition,

Wales is home to the Centre for Automotive Industry

Research and the Lean Enterprise Research Centre. The

success and subsequent growth of the Automotive

Industry in Wales, led to the creation of the Welsh

Automotive Forum, considered the authoritative voice of

the Automotive Industry and Motorsport in Wales.


Mechatronic Supplies, Related Materials and Production

Technologies, but also on Powertrain, Engines and Power

Engineering; Wales is involved in Alternative Fuels studies

and Injection Technologies. The Welsh model is based on

local production but global utilisation of results.

The attention on specific Automotive Innovations, such as

Training Activities, Regional Cluster Marketing and

Benchmarking, provides also Supply-Chain management

support and implementation of EU guidelines (energy,

CO-emissions trading).


Convergence, Design, Digital Design, Energy, Recycling,

Safety and Telematic systems.

Public institutions stimulate automotive R&D, and the

inter-sectoral linkage with Transport, Assembly,

Fabrication and Coatings facilitates science-to-business

transfers.

46

WALES

WALES


Skills monitoring

Skills


Workforce Skills



Language skills


Mentality






Network

Targeted support





Match making

Technology











R&D spin-off



Financial resources


Basel 2 compliance

Venture Capital



Area of

excell

ence

Bench

mark

Area

of

impr

ovem

ent

Figure 19 - C2 summary for Wales

47

WALES

Comments:

A relevant element, which will influence the future perspectives, is the efficiency of cross

Sector co-operation: Automotive, Aerospace, Electronics and Motor Sports are linked in Wales

and it is currently recognised that a formalised approach to this convergence would be a good

approach.

TECHNIUM Performance Engineering will foster UK Centre of Excellence in Product Lifecycle

Management and provide customers an unparalleled opportunity to gain a competitive

advantage by drawing on IBM’s expertise. With regard to the financial activities, it will help

businesses maintain their vital contribution to the Automotive Supply Chain and enable

businesses to move quickly to manage change and maximise opportunities to secure work.

48

WEST MIDLANDS

The West Midlands Region presents a higher technical

degree rate (15%) than academic education one (10%),

but also a relevant high percentage of employees with

other qualifications (75%). The developed technological

field is focused on Powertrain, Engines and Power

Engineering.

The local administration offers facilitations in Supply-

Chain toolkit, including SME-support in order to

implement Japanese approaches to lean and cost

effective production.

The attention on specific Automotive Innovations, such as

Training Activities, Regional Cluster Marketing and

Benchmarking, provides in particular Supply-Chain

management support (Accelerate) and implementation of

EU guidelines (energy, CO-emissions trading).


Design, Energy & Environment, Material Technology and

Recycling.

Automotive R&D is stimulated by public institutions, and

the inter-sectoral linkage with Aerospace, Plastic and

Electronic Products facilitates science-to-business

transfers; the majority of export market is oriented to EU

areas (80%).

49

WEST MIDLANDS


Skills monitoring

Skills


Workforce Skills



Language skills


Mentality






Network

Targeted support





Match making

Technology











R&D spin-off



Financial resources


Basel 2 compliance

Venture Capital



Area of

excelle

nce

Benchmark

Area

of

impr

ovem

ent

Figure 20 - C2 summary for West Midlands

50

WEST MIDLANDS

Comments:

The Region of West Midland has not a good mentality basis. Social values as the acceptance of

foreign cultures or integration of foreigners as workforce are not widely rooted in the

citizenship.

Nevertheless, the attention on Global Automotive Innovations, such as Training Activities,

provides to this Region a high rate for external transfers. The low inter-sectoral spill-over

needs to be fostered by stronger Regional business support, that can be held in future.

51

C3: Results of NEAC territories benchmarking

Introduction and added value of this analysis towards the NEAC

final outcome

This Component has the role to summarise the main funding from the local economic

activities.

It has been provided an evaluation of territories and results on the basis of various enterprises’

paths which influence the whole economic local system.

The adopted strategy proposes a Benchmarking activity, to achieve an overall international

position that will be the fundamental propulsion point to move next efforts towards the

European competitiveness.

This report shows the performance results as a Regional comparison exercise.

It compares the performances of the selected Region with that of the chosen comparison

group, in this case all NEAC Regions.

The following graphs are summarised as part of an Executive Summary, as well as presented

in individual scorecards showing both the results of each Region against the whole NEAC group

of Regions. They represent the general development of business sector at Regional level.

They are shown under the financial, customer, process and learning & growth perspectives of

an organisation, in order to provide a view of performance based on the Balanced Scorecard

approach.

This report will provide an objective view of Regional Industry performance to help validate

existing Regional business support strategies, and will help to inform and validate those of the

future.

The Scorecards that follow are intended to allow you to quickly determine how each Region

compares against each other for each ratio.

- Weak the value of the ratio for companies at the boundary of 'weak', i.e. a score at or

below this would lead to a weak classification;

- Average the value of the ratio for a company operating at the median;

- Strong the value of the ratio for companies at the boundary of 'strong', i.e. a score at

or above this would lead to a stronger classification.

52

REPORT ON HUNGARY (Magyarorszàg) / NEAC Regions

(7 / 101 companies)

Financial

Cash in Bank/Total Turnover (%)

5,93

7,96

14,87

Weak

Average

Strong

0

2

4

6

8

10

12

14

16

Weak Average Strong

Hungary

NEAC

Pre Tax Profit/Total Turnover (%)

4,665,34

7,9

1,54

4,03

6,17

0

12345

6789

Weak Average Strong

Hungary

NEAC

Conditions over the average. Conditions over the average.

Pre Tax Profit per Employee (€)

1513 1703

4273

1432

3498

6737

0

1000

2000

3000

4000

5000

6000

7000

8000

Weak Average Strong

Hungary

NEAC

Return on Capital Employed (ROCE) (%)

2,14

10,28

15,69

0

2

4

6

8

10

12

14

16

18

Weak Average Strong

Hungary

NEAC

Only Weak value over NEAC average. DATA NOT AVAILABLE.

53

Total Turnover - growth (%)

14,26

24,08

39,47

-3,28

5,61

18,52

-10-505

1015202530354045

Weak Average Strong

Hungary

NEAC

Conditions over the average.

Customers

Complaints/Orders (%)

3,82

1,52

0,76

3,12

1,12

0,38

0

0,5

1

1,5

2

2,5

3

3,5

4

4,5

Weak Average Strong

Hungary

NEAC

New Customers/Total Customers (%)

10,22

14,07 14,88

3,62

8,7

15,5

0

5

10

15

20

Weak Average Strong

Hungary

NEAC

Conditions over the average. Only Strong value below NEAC average.

Process

Stock Turnover (#)

2,41

3,52

8,36

2,64

5,26

8,2

0123456789

Weak Average Strong

Hungary

NEAC

Supplies Delivered on Time/Cost Bought in Materials and Services (%)

130,45143,11

181,14

95 100

143,11

020406080

100120140160180200

W eak Average Strong

Hungary

NEAC

Only Strong value over NEAC average. Conditions over the average.

54

Tota l Tu rnover/N um ber o f O rders Received (€)

45035777

7100

22724330

20950

0

5000

10000

15000

20000

25000

W eak A verage S trong

H ungary

N E A C

Only Strong value below NEAC average.

Learning and Growth

New Employees/Number of FTE Employees (%)

28,04

11,54 10,01

15,6

8,44,7

0

5

10

15

20

25

30

Weak Average Strong

Hungary

NEAC

Turnover F rom N ew P roducts and S erv ices/To ta l Tu rnover (% )

0,28

3,835,2

1,44

5,5

14,58

0

2

4

6

8

10

12

14

16

W eak A verage S trong

H ungary

N E A C

Conditions over the average. Conditions below the average.

Figure 21 – C3 summary for Hungary (Magyarorszàg)

55

REPORT ON NORTH RHINE-WESTPHALIA (Nordrhein-Westfalen)/ NEAC Regions

(22 / 101 companies)

Financial

Cash in Bank / Total Turnover (%)

1,14

3,97

6,42

0,61

2,48

7,11

012345678

Weak Average Strong

NorthrineWestphalia

NEAC

Pre Tax Profit / Total Turnover (%)

2,63,36

4,76

1,54

4,03

6,17

01234567

Weak Average Strong

NorthrineWestphalia

NEAC

Only Strong value below NEAC average. Only Weak value over NEAC average.

Pre Tax per Employee (€)

34494530

10906

1432

3498

6737

0

2000

4000

6000

8000

10000

12000

Weak Average St rong

Nort hrine West phalia

NEAC


5,41

11,7814,11

2,14

10,28

15,69

0

5

10

15

20

Weak Average Strong

NorthrineWestphalia

NEAC


Total Turnover - Grow th(%)

-7,18

-0,2

7,59

-3,28

5,61

18,52

-10

-5

0

5

10

15

20

Weak Average St rong

Nort hrine West phalia

NEAC

Conditions below the average.

56

Customers

Complaints / Orders (%)

3,6

1,01

0,68

3,12

1,12

0,38

0

0,5

1

1,5

2

2,5

3

3,5

4

Weak Average Strong

Northrine Westphalia

NEAC

New Customers / Total Customers (%)

2,65

5,83

12,92

3,62

8,7

15,5

0

5

10

15

20

Weak Average Strong

NorthrineWestphalia

NEAC

Only Median value below NEAC average. Conditions below the average.

Process

Stock Turnover (#)

1,59

3,96

5,43

2,64

5,26

8,2

0123456789

Weak Average Strong

NorthrineWestphalia

NEAC

Conditions below the average. Conditions below the average.

Total Turnover / Number of Orders Received (€)

2363 3374

19421

22724330

20950

0

5000

10000

15000

20000

25000

Weak Average Strong

NorthrineWestphalia

NEAC


Supplies Delivered on Time / Cost Bought in Materials and Services (%)

79,991,38 94,395 100

143,11

0 20 40 60 80

100 120 140 160

Weak Average Strong

Northrine Westphalia

NEAC

57

Learning and Growth

New Employees / Number of FTE Employees (%)

9,32

5,86

3,05

15,6

8,4

4,7

02468

1012141618

Weak Average Strong

NorthrineWestphalia

NEAC

Turnover From New Products and Services / Total Turnover (%)

1,73

5,16

7,56

1,44

5,5

14,58

0

2

4

6

8

10

12

14

16

Weak Average Strong

NorthrineWestphalia

NEAC

Conditions below the average. Only Weak value over NEAC average.

Figure 22 – C3 summary for North Rhine-Westphalia (Nordrhein-Westfalen)

58

REPORT ON PROVINCE OF REGGIO EMILIA (Provincia di Reggio Emilia) / NEAC Regions

(8 / 101 companies)

Financial


0,44 0,68

7,92

0,61

2,48

7,11

0

2

4

6

8

10

Weak Average Strong

Reggio EmiliaNEAC


2,46

8,16

12,74

1,54

4,03

6,17

02468

101214

Weak Average Strong

Reggio EmiliaNEAC



6842

20000

49632

14323498

6737

0

10000

20000

30000

40000

50000

60000

Weak Average Strong

Reggio EmiliaNEAC


3,37

11,28

27,46

2,14

10,28

15,69

05

1015202530

Weak Average Strong

Reggio EmiliaNEAC


59

Total Turnover -growth(%)

1,08

8,53

28,78

-3,28

5,61

18,52

-5

0

5

10

15

20

25

30

35

Weak Average Strong

Reggio EmiliaNEAC

Conditions ove r the average.

Customers


2,5

1,72

0,49

3,12

1,12

0,38

0

0,5

1

1,5

2

2,5

3

3,5

Weak Average Strong

Reggio EmiliaNEAC


4,52

9,2

11,5

3,62

8,7

15,5

0

5

10

15

20

Weak Average Strong

Reggio EmiliaNEAC

Only Weak value below NEAC average. Only Strong value below NEAC average.

Process

Stock Turnover (#)

3,02

5,51

7,24

2,64

5,26

8,2

0

1

2

3

4

5

6

7

8

9

Weak Average Strong

Reggio EmiliaNEAC


71,94

91,36

139,41

95 100

143,11

020406080

100120140160

Weak Average Strong

Reggio EmiliaNEAC

Only Strong value below NEAC average. Only Strong value a little over NEAC average.

60


1780

6997

25181

22724330

20950

0

5000

10000

15000

20000

25000

30000

Weak Average Strong

Reggio EmiliaNEAC

Only Weak value a little below NEAC average.

Learning and Growth


0 0 0

15,6

8,4

4,7

02468

1012141618

Weak Average Strong

Reggio EmiliaNEAC


2,29

10,78

15,03

1,44

5,5

14,58

02468

10121416

Weak Average Strong

Reggio EmiliaNEAC

NO DATA AVAILABLE Only Strong value a little below NEAC average.

Figure 23 – C3 summary for Province of Reggio Emilia (Provincia di Reggio Emilia)

61

REPORT ON SAXONY (Sachsen) / NEAC Regions


Financial

C ash in B ank / T o t al T urnover ( %)

0,91

1,96

7,81

0,61

2,48

7,11

0

1

2

3

4

5

6

7

8

9

Weak Aver age Str ong

Saxony

NEAC

Pre T ax Pro f i t / T o t al T urno ver ( %)

0,94

3,06

7,32

1,54

4,03

6,17

0

1

2

3

4

5

6

7

8


Saxony

NEAC

Only Median value below NEAC average. Only Strong value over NEAC average.


526,49

2960

8503

1432

3498

6737

0

2000

4000

6000

8000

10000

Weak Average Strong

Saxony

NEAC


1,35

8,49

18,35

2,14

10,28

15,69

0

5

10

15

20

Weak Average Strong

Saxony

NEAC

Only Strong value over NEAC average. Only Strong value over NEAC average.

62

Total Turnover - growth(%)

1,35

8,49

18,35

2,14

10,28

15,69

0

5

10

15

20

Weak Average Strong

Saxony

NEAC

Only Strong value over NEAC average.

Customers


4,06

1,67

0,77

3,12

1,12

0,38

0

1

2

3

4

5

Weak Average Strong

Saxony

NEAC

N e w Cust ome r s / Tot a l Cust ome r s ( %)

3,32

6,67

32,5

3,62

8,7

15,5

0

5

10

15

20

25

30

35


Saxony

NEAC

Conditions over the average. Only Strong value over NEAC average.

Process

Stock Turnover (#)

1,77

4,5 5

2,64

5,26

8,2

0

2

4

6

8

10

Weak Average Strong

Saxony

NEAC


164,35178,21 185,57

95 100

143,11

0

50

100

150

200

Weak Average Strong

Saxony

NEAC

Conditions below the average. Conditions over the average.

63

Total Turnover / Number of Orders Received (%)

3965

22400

34731

2272 4330

20950

0

10000

20000

30000

40000

Weak Average Strong

Saxony

NEAC


Learning and Growth


13,5

5,94 5,3

15,6

8,4

4,7

0

5

10

15

20

Weak Average Strong

Saxony

NEAC


0,79

13,5

24,18

1,445,5

14,58

0

5

10

15

20

25

30

Weak Average Strong

Saxony

NEAC

Only Strong value over NEAC average. Only Weak value below NEAC average.

Figure 24 – C3 summary for Saxony (Sachsen)

64

REPORT ON SAXONY ANHALT (Sachsen-Anhalt)/ NEAC Regions

(7 / 101 companies)

Financial


2,56

6,41

12,2

0,61

2,48

7,11

0

2

4

6

8

10

12

14

Weak Average Strong

Saxony Anhalt

NEAC


-0,3

6,25

9,51

1,54

4,03

6,17

-2

0

2

4

6

8

10

12

Weak Average Strong

Saxony Anhalt

NEAC

Conditions over the average. Only Weak value below NEAC average.


-3,06

8

22,09

2,14

10,28

15,69

-5

0

5

10

15

20

25

Weak Average Strong

Saxony Anhalt

NEAC

Only Strong value below NEAC average. Only Strong value over NEAC average.

Total Turnover - grow th (%)

-0,1

6,32

31,1

-3,28

5,61

18,52

-5

0

5

10

15

20

25

30

35

Weak Average Strong

Saxony Anhalt

NEAC

Only Strong value over NEAC average.


-306,45

4000

8303

1432

3498

6737

-2000

0

2000

4000

6000

8000

10000

Weak Average Strong

Saxony Anhalt

NEAC

65

Customers


3,26

0,96

0

3,12

1,12

0,38

0

0,5

1

1,5

2

2,5

3

3,5

Weak Average Strong

Saxony Anhalt

NEAC


6,7610,53

30,06

3,62

8,7

15,5

0

5

10

15

20

25

30

35

Weak Average Strong

Saxony Anhalt

NEAC

Only Weak value above NEAC average. Only Strong value above NEAC average.

Process

Stock Turnover (#)

2,51

5,51

7,7

2,64

5,26

8,2

0

2

4

6

8

10

Weak Average Strong

Saxony Anhalt

NEAC


95 100

143,11

0

20

40

6080

100

120140

160

Weak Average Strong

Saxony Anhalt

NEAC

Only Weak value over NEAC average. NO DATA AVAILABLE.

Total Turnover / Number of Order Received (€)

3392

8726

14656

22724330

20950

0

5000

10000

15000

20000

25000

Weak Average Strong

Saxony Anhalt

NEAC


66

Learning and Growth


14,46

10,28

5,73

15,6

8,4

4,7

02468

1012141618

Weak Average Strong

Saxony Anhalt

NEAC


1,44

5,5

14,58

0

2

4

6

8

10

12

1416

Weak Average Strong

Saxony Anhalt

NEAC

Only Weak value below NEAC average. NO DATA AVAILABLE.

Figure 25 – C3 summary for Saxony-Anhalt (Sachsen-Anhalt)

67

REPORT ON SLOVENIA (Slovenija) / NEAC Regions


Financial

C ash in B ank / T o t al T urnover ( %)

0,91

1,96

7,81

0,61

2,48

7,11

0

1

2

3

4

5

6

7

8

9


Saxony

NEAC

Pre T ax Pro f i t / T o t al T urno ver ( %)

0,94

3,06

7,32

1,54

4,03

6,17

0

1

2

3

4

5

6

7

8


Saxony

NEAC



526,49

2960

8503

1432

3498

6737

0

2000

4000

6000

8000

10000

Weak Average Strong

Saxony

NEAC


1,35

8,49

18,35

2,14

10,28

15,69

0

5

10

15

20

Weak Average Strong

Saxony

NEAC


NO DATA AVAILABLE.


1,35

8,49

18,35

2,14

10,28

15,69

0

5

10

15

20

Weak Average Strong

Saxony

NEAC

Only Weak value below NEAC average.

68

Customers


4,06

1,67

0,77

3,12

1,12

0,38

0

1

2

3

4

5

Weak Average Strong

Saxony

NEAC

N e w Cust ome r s / Tot a l Cust ome r s ( %)

3,32

6,67

32,5

3,62

8,7

15,5

0

5

10

15

20

25

30

35


Saxony

NEAC

Conditions over the average. Only Weak value over NEAC average.

Process

Stock Turnover (#)

1,77

4,5 5

2,64

5,26

8,2

0

2

4

6

8

10

Weak Average Strong

Saxony

NEAC


164,35178,21 185,57

95 100

143,11

0

50

100

150

200

Weak Average Strong

Saxony

NEAC


Total Turnover / Number of Orders Received (%)

3965

22400

34731

2272 4330

20950

0

10000

20000

30000

40000

Weak Average Strong

Saxony

NEAC


69

Learning and growth


13,5

5,94 5,3

15,6

8,4

4,7

0

5

10

15

20

Weak Average Strong

Saxony

NEAC


0,79

13,5

24,18

1,445,5

14,58

0

5

10

15

20

25

30

Weak Average Strong

Saxony

NEAC

Only Strong value below NEAC average. Conditions equal to NEAC average.

Figure 26 – C3 summary for Slovenia (Slovenija)

70

REPORT ON COMMUNITY OF VALENCIA (Comunidad Valenciana)/ NEAC Regions

(5 / 101 companies)

Financial


2,52

8,57

12,65

0,61

2,48

7,11

0

2

4

6

8

10

12

14

Weak Average Strong

Valencia

NEAC


3,59

4,48 4,62

1,54

4,03

6,17

0

1

2

3

4

5

6

7

Weak Average Strong

Valencia

NEAC



1938

4979

6417

1432

3498

6737

0

1000

2000

3000

4000

5000

6000

7000

8000

Weak Average Strong

Valencia

NEAC


2,14

10,28

15,69

02468

1012141618

Weak Average Strong

Valencia

NEAC

Only Strong value below NEAC average. NO DATA AVAILABLE.

Total Turnover -growth(%)

0,15

4,06

7,61

-3,28

5,61

18,52

-5

0

5

10

15

20

Weak Average Strong

Valencia

NEAC


71

Customers


0,91

0 0

3,12

1,12

0,38

0

0,5

1

1,5

2

2,5

3

3,5

Weak Average Strong

Valencia

NEAC


8,33

19,62

27,47

3,62

8,7

15,5

0

5

10

15

20

25

30

Weak Average Strong

Valencia

NEAC

Conditions below the average. Conditions above the average.

Process

Stock Turnover (#)

2,64

5,26

8,2

0

1

2

3

4

5

6

7

8

9

Weak Average Strong

Valencia

NEAC


95 100

143,11

0

20

40

60

80

100

120

140

160


Valencia

NEAC

NO DATA AVAILABLE. NO DATA AVAILABLE.


1759 18034071

22724330

20950

0

5000

10000

15000

20000

25000

Weak Average Strong

Valencia

NEAC


72

Learning and Growth


15,6

8,4

4,7

02468

1012141618

Weak Average Strong

Valencia

NEAC


1,44

5,5

14,58

0

5

10

15

20

Weak Average Strong

Valencia

NEAC


Figure 27 – C3 summary for Communty of Valencia (Comunidad Valenciana)

73

REPORT ON WALES / NEAC Regions


Financial


1,43

2,48

4,18

0,61

2,48

7,11

0

1

2

3

4

5

6

7

8

Weak Average Strong

Wales

NEAC


0,66

2,5

6,44

1,54

4,03

6,17

0

1

2

3

4

5

6

7

Weak Average Strong

Wales

NEAC

Only Weak value over NEAC average. Only Weak value over NEAC average.


682,37

2365

5449

1432

3498

6737

0

1000

2000

3000

4000

5000

6000

7000

8000

Weak Average Strong

Wales

NEAC


2,14

8,15

20,16

2,14

10,28

15,69

0

5

10

15

20

25

Weak Average Strong

Wales

NEAC

Conditions below the average. Only Strong value over NEAC average.


-2,87

4,36,1

-3,28

5,61

18,52

-5

0

5

10

15

20

Weak Average Strong

Wales

NEAC


74

Customers

Complaints / Order (%)

0,550,3

0,1

3,12

1,12

0,38

0

0,5

1

1,5

2

2,5

3

3,5

Weak Average Strong

Wales

NEAC


0,550,3

0,1

3,12

1,12

0,38

0

0,5

1

1,5

2

2,5

3

3,5

Weak Average Strong

Wales

NEAC


Process

Stock Turnover (#)

7,84

9,78

11,23

2,64

5,26

8,2

0

2

4

6

8

10

12


W ales

NEAC

Supplies Delivered on Time / Cost Bought in M aterials and Services (%)

96,15 97,17 99,9695 100

143,11

0

20

40

60

80

100

120

140

160


W ales

NEAC



17723508

46842272

4330

20950

0

5000

10000

15000

20000

25000


W ales

NEAC


75

Learning and Growth


15,36

8,33

5,76

15,6

8,4

4,7

0

2

4

6

8

10

12

14

16

18

Weak Average Strong

Wales

NEAC


2,09

13,81

21,5

1,44

5,5

14,58

0

5

10

15

20

25

Weak Average Strong

Wales

NEAC


Figure 28 – C3 summary for Wales

76

REPORT ON WEST MIDLANDS vs NEAC Regions


Financial


0 0,341,13

0,61

2,48

7,11

012345678

Weak Average Strong

West Midlands

NEAC


1,42

3,64

4,93

1,54

4,03

6,17

0

1

2

3

4

5

6

7

Weak Average Strong

West Midlands

NEAC



15072353

4186

1432

3498

6737

010002000300040005000600070008000

Weak Average Strong

West Midlands

NEAC


5,74

10,94

15,08

2,14

10,28

15,69

02468

1012141618

Weak Average Strong

West Midlands

NEAC

Only Weak value over NEAC average. Only Strong value below NEAC average.


0,57

6,58,86

-3,28

5,61

18,52

-5

0

5

10

15

20

Weak Average Strong

West Midlands

NEAC


77

Customers


1,10,85 0,62

3,12

1,12

0,38

00,5

11,5

22,5

33,5

Weak Average Strong

West Midlands

NEAC


3,62

8,7

15,5

0

5

10

15

20

Weak Average Strong

West Midlands

NEAC

Only Strong value below NEAC average. NO DATA AVAILABLE.

Process

Stock Turnover (#)

2,64

5,26

8,2

0

1

2

3

4

5

6

7

8

9

Weak Average Strong

West Midlands

NEAC


95 100

143,11

0

20

40

60

80

100

120

140

160

Weak Average Strong

West Midlands

NEAC



1152 154433502272

4330

20950

0

5000

10000

15000

20000

25000


W est Midlands

NEAC


78

Learning and Growth

New Employees / Number of Employees (%)

28,57

17,31

12,515,6

8,44,7

0

5

10

15

20

25

30

Weak Average Strong

West Midlands

NEAC


1,663,94

19,2

1,44

5,5

14,58

0

5

10

15

20

25

Weak Average Strong

West Midlands

NEAC

Conditions over the average. Only Median value below NEAC average.

Figure 29 – C3 summary for West Midlands

79

C4: the NEAC Digital Dashboards

Introduction

In NEAC’s Component 4, three instruments within a common methodology have been

developed. These are: NEAC Digital Library (NDL), NEAC Interactive Maps (NIM) and overall

NEAC Decision Dashboard (NDD). All these instruments are linked together in order to provide

powerful and more useful and sophisticated information.

However, the core are the NDDs developed for each Region as they highlight the main

strategies that each territory should follow to strengthen their potential, both at public

authority- and company- level.

The NDL shows its documents ordered hierarchically by content. NIMs show the content of the

digital library on a geographic map. The trends will display also the most significant keywords

extracted from the NDL documents thanks to a text mining procedure (see Appendix 1 for

details).

Leaving the methodological details in Appendix 2, the NDDs will be presented in the following.

As it has been already shown in the abstract, they are structured as tables. One table has been

produced for each partner Region of the NEAC area. Each table includes a description of

territorial scenarios (top part) and a set of recommendations referred to each partner Region

(bottom part).

In the top part, two graphs are reported. Both (i.e. the top-left graph named “Detailed data”

and the right one called “Summary”) show figures concerning four aspects:

� Status, which depends on financial resources availability (as derived from C2) and

financial framework of respective Regions and companies (as taken from C3);

� Projection, which depends on the partner Regions’ tendency to establish networks

(taken from C2), to the mentality (taken from C2) and to customers’ attention (namely

the customer care strategies as taken from C3);

� Workflow, which depends on the level of skills (C2) and the process effectiveness

(derived from C3);

� Consequences & expected scenario that group technological framework and attitude

to innovate from certain partner Regions (C2), and learning and growth (C3).

80

The differences between the two graphs are self-evident: in the left side the aspects and their

bricks can be observed; in the right one, just each aspect expressed as a weighted average

(see Appendix 2) is reported.

In both a threshold is clearly shown: below the threshold means that a given aspect should be

improved, over the threshold that a given potential is well represented.

The recommendation reported above takes the direction from this: wherever a certain aspect

is below the threshold and it should be improved, some recommendations are provided, partly

based on the results taken from NDL. Recommendations are structured as an action plan

based on the different aspects reported above (status, workflow, etc.).

Results presentation and preliminary conclusions

In the next pages the NDDs are reported, by partner, Regions. The list coincides with the

details documented in Appendix 2, where the reader can find both the extraction

methodologies and all the details on these charts, especially concerning the recommendations.

As preliminary conclusions two main elements can be pointed out.

Firstly, the methodology here adopted, and supported by a set of tools completely developed

within this project, seems to have worked effectively as scenarios beyond the project and the

current status analysis (has done with C2 and C3) have been performed per each Region.

Secondly, the different scenarios identified are strongly differentiated. In this way, NEAC area

looks as a quite interesting domain, in which highly different strategies and policies, both for

decision makers and business men can be deployed.

81 STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

Hungary (Magyarország)


Recommendations

To be improved

Good

•oil•combustion•innovation•renewable energy•natural gas •vegetable oil

•hybrid-electric-conventional engine vehicle;•coal oven steam vehicle•alternative fuels vehicle•non conventional oil•diesel type biofuel•Biodiesel•air vehicle



Library)

The consequences and the expected scenario of Hungary are good: the region resources allow to carry out the research projects belonging to the interest area. Despite this, some efforts are needed to consolidate the innovation extent.


The projection of Hungary is good: the territorial development has been achieved. A little bit more attention could be paid to the customer care field.

PROJECTION

The workflow of Hungary is also good. The region has a highest level of process that could improve the low skills resources in short term. The Region is able at starting new research projects belonging to the relevance area.

WORKFLOW

The status of Hungary is good for what concern that financial resources available while the financial structure could be enriched. STATUS andMOTIVATION

Hungary (Given the general positive results, urgent intervention are not strictly required)NAME (Intervention Priority)

Figure 30 - NDD for Hungary (Magyarorszàg)

82 STATUS

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WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

Province of Reggio Emilia (Provincia di Reggio Emil ia)


Recommendations





Library)

The consequences and the expected scenario of Reggio Emilia are also considered as good by the figures. It means that the region resources allow to carry out the research projects belonging to the interests’ area expressed by the NEAC regions. Despite this, some work should be made in order to consolidate the learning & growth extent.


The projection of Reggio Emilia vision is evaluated as good. Therefore, it can be concluded that the territory development is following an active and fruitful process. Despite this some work should be done in order to improve the network system and the customer care field.

PROJECTION

The workflow of Reggio Emilia should be improved. In particular, it has to be pointed out that the skills system should be extended and this could provide a important impact towards the entire industrial process which could be strengthen by these wide set of competences in the short- and medium- term.

WORKFLOW

The status of Province of Reggio Emilia is evaluated as good as its financial position allows to start off new research projects which belong to the priorities identified by the European Commission policies as depicted in the NEAC digital library. In order to keep the project orientation and technological transfer as high as possible, some further activities should be paid in the consolidation of the financial resources.


Province of Reggio Emilia (Intervention could be helpful to strengthen the territorial development)NAME (Intervention Priority)

To be improved

Good

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

Figure 31 - NDD for Province of Reggio Emilia

83 STATUS

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WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

C2:

FINANCIAL

C3:

FINANCIAL

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NETWORK

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MENTALITY

C3:

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C2:

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& EXPECTED

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3

6



Recommendations

To be improved

Good




Library)

The consequences and the expected scenario of North Rhine-Westphalia should be improved: the region resources may not allow to carry out the research projects belonging to the interests’ area expressed by the NEAC regions area. Learning and growth are a key topic that should be promoted.


The projection of North Rhine-Westphalia is evaluated as good: the development of the territory is actually carried out. Despite of the projection can rely on a good stakeholders’ mentality and network should be better projected towards this attention. Some work are recommended to strengthen the customer care field.

PROJECTION

The workflow of North Rhine-Westphalia is judged should be improved. The level of skills is not enough to improve the process level. WORKFLOW

The status of North Rhine-Westphalia should be improved, according to the figures collected and evaluated. In particular, the financial structure and status recommend to start off new research projects in the NEAC priority area (i.e. the issues closer to the European Commission policies). The effect of these actions, could therefore contribute to strengthen the overall regional financial resources availability.


North Rhine-Westphalia (Intervention could be really helpful to strengthen the territorial development).NAME (Intervention Priority)

Figure 32 - NDD for North Rhine-Westphalia (Nordrhein-Westfalen)

84

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

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C3:

LEARNING


& EXPECTED

0

3

6

STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

Samara (Сама�ра)


Recommendations

To be improved

Good




Library)

The consequences and the expected scenario of Samara are good: when the status will be good the region resources may allow to carry out the research projects belonging to the interest area (once again using the special role to be not a direct European member state, but being interesting for European Commission a other partners). Despite this, the consequences and expected scenario resources could be generally improved.


According to the data available (non complete), the projection of Samara should be improved: the development of the territory should be actively pursuit. The Region networking should be enriched and the stakeholders mentality should be changed.

PROJECTION

According to the data available (non complete), the workflow of Samara is good: when the status and the projection will be also good, the region may start new research projects belonging to the relevance area (using also the special role to be not a direct European member state, but being interesting for European Commission a other partners). Despite this, the workflow resources could be extended.

WORKFLOW

According to the data available (non complete), the status of Samara should be improved: the financial position of this Region may allow to start off new research projects belonging only to the priority area. The financial resources have to be improved.


Samara (Intervention could be really helpful to strengthen the territorial development). Since C3 analysis has not been conducted for this region, the analysis is not conducted strictly following the procedure.

NAME (Intervention Priority)

Figure 33 - NDD for Samara (Сама�ра)

85 STATUS

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CONSEQUENCED

& EXPECTED

SCENARIO

0

6

Saxony (Sachsen)


Recommendations

To be improved

Good




Library)

The consequences and the expected scenario of Saxony are evaluated as good: some work should be made in order to maintain the technology and innovation level high, paying stronger attention in particular to the wide set of possibilities provided by the 7th Framework Programme of the European Commission, in particular with reference to the NEAC regions’ interests area (mainly grouped within the Transport and Energy Workprogramme).


According to the analysis, the Saxony projection is evaluated as good: as a matter of fact, still some works could be done in providing a more effective customer care network. In the meanwhile, mentality of the decision makers is already oriented towards a stronger attention to well-developed cross-territorial networking, as well as business that could be generated within European projects and programmes related tasks.

PROJECTION

The workflow of Saxony is evaluated as good: when the status and the projection will be good and the region will maintain enough skills and process resources, it will be possible to start new research projects which belong to relevance’s areas as represented by the NEAC Digital Library. Particulary, some effort is needed in order to extent the skills of the Region.

WORKFLOW

The status of Saxony should be improved according to the figures collected and evaluated. In particular, the financial resources recommend to start off new research projects in the NEAC priority area (i.e. the issues closer to the European Commission policies). The effect of these actions, could therefore contribute to strengthen the overall regional financial structure and system.


Saxony (Intervention could be helpful to strengthen the territorial development)NAME (Intervention Priority)

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

Figure 34 - NDD for Saxony (Sachsen)

86

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6



Recommendations

To be improved

Good





Library)

The consequences and the expected scenario of Saxony-Anhalt are good: the region resources allow to carry out the research projects belonging to the main interest area. As – according to the data – technology, innovation and learning and growth policies have to be preserved. A strong attention both to the 7 Framework Programme and CIP should be paid, in order to consolidate the regional technological framework.


The projection of Saxony-Anhalt is evaluated as good. Therefore, the territorial development is actively carried out. When the workflow will be good it will be possible to start new research projects belonging to the relevance areas as reported in the digital library. Suggestions could be to even more stimulate the mentality of the decision makers towards the networking processes, both among public institutions, and different companies internally and externally in respect to the NEAC area.

PROJECTION

The workflow of Saxony-Anhalt should be improved: the region may not have enough skills and process resources to start new research projects belonging to the relevance’s areas as represented by the NEAC Digital Library. The level of skills could not support the process level, that could be consolidated in this way.

WORKFLOW

The status of Saxony-Anhalt is evaluated as good: the financial position of this Region allows the starting off of new research projects belonging to the priority area as highlighted by European Commission and depicted in NEAC Digital Library. According to the figures, there is room for further consolidation and improvement of the regional financial structures and resources.


Saxony-Anhalt (Intervention could be helpful to strengthen the territorial development).NAME (Intervention Priority)

Figure 35 - NDD for Saxony-Anhalt (Sachsen)

87 STATUS

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C2:

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TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6



Recommendations

To be improved

Good

• hybrid-electric-conventional engine vehicle;• coal oven steam vehicle• alternative fuels vehicle• non conventional oil• diesel type biofuel• Biodiesel



Library)

The consequences and the expected scenario of Slovenia is good: the level of technology and innovation is very high. In order to start and to take part in research projects belonging to the interest area, the Region status have to be enhanced and the consequences & expected scenario resources could be helpful in this way.


The projection of Slovenia is good: the development of the territory is actively pursuit. More could be made in the customer care field: in this way a the improvement process could be lead by the high cross-territorial networking and the by the attentive stakeholders mentality.

PROJECTION

The workflow of Slovenia is good: the highest level of process and skills should be employed to consolidate the Region financial status. When the status will be good, the projection resources allows at starting and to taking part in research projects belonging to the relevance area.

WORKFLOW

The status of Slovenia should be improved: the financial position of this region allows the starting off of new research projects belonging to the priority area. These project will be helpful to improve the financial resources and structures.


Slovenia (Intervention could be helpful to strengthen the territorial development)NAME (Intervention Priority)

Figure 36 - NDD for Slovenia (Slovenija)

88

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

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INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

Community of Valencia (Comunitad Valenciana)


Recommendations

To be improved

Good




Library)

The consequences and the expected scenario of Community of Valencia are good: the highest level of innovation are enough to compensate the low level of technology. However, when the status will be good, the region resources will allow to carry on the research projects belonging to the interest area for NEAC area, as it already happening with the strong attention that this region is putting – for instance – to the topics of 7 Framework Program.


The projection of Community of Valencia is should be improved. The territorial development can be actually obtained. The customer care field is well-structured and could lead the strengthen of workflow issues, in order to make this development even more systematic and effective.

PROJECTION

The workflow of Community of Valencia should be improved. In particular, it has to be pointed out that the skills system is quite strong and this could provide a important impact towards the entire industrial process which could be strengthen by these wide set of competences in the short- and medium- term.

WORKFLOW

The status of Community of Valencia is should be improved. The financial position of this Region allows the starting off of new research projects in the priorities identified by the European Commission policies; despite this some efforts are required to improve the Region status in terms of resources and structures.


Community of Valencia (Intervention could be really helpful to strengthen the territorial development).NAME (Intervention Priority)

Figure 37 - NDD for Community of Valencia (Comunidad Valenciana)

89

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

Wales


Recommendations

To be improved

Good

• vegetable oil• oil• combustion• innovation• alternative fuels• gas




Library)

The consequences and the expected scenario for Wales are good. This means that the region resources will allow to carry on the research projects belonging to the interest area for NEAC region, particularly in the area of Interregg process, in strong alignment with NEAC results. In order to extend technology and innovation, activities should be promoted in 7 Framework Programs and CIP:


The projection of Wales should be improved. The development of the territory should be more actively and actually pursuit. To even more stimulate the effectiveness of industrial framework, it could paid more resources and attention to the customer care strategies and to the stakeholders mentality oriented to the development of a cross-territorial networking.

PROJECTION

The workflow of Wales should be improved. In this case, the region may not have enough skills and process to start off new research projects belonging to the relevance’s areas as represented by the NEAC Digital Library. This is also allowed by the really relevant automotive industrial framework for this region. Moreover, the enforcement of the level of skills could steer an even more effective impact in industrial processes and simulate the companies growing.

WORKFLOW

The status of Wales is evaluated as good, particularly for what concern the availability of financial resources. More attention towards the development of the financial structures should be paid. To do this, research oriented initiatives, particularly related to the 7 Framework Program and concerning the NEAC priority area (i.e. the issues closer to the European Commission policies) should be encouraged. In the meanwhile, opportunities coming from other areas of European Commission as CIP (concerning the venture capitalist and financial support for new initiatives) should be strongly investigated.


Wales (Intervention could be really helpful to strengthen the territorial development)NAME (Intervention Priority)

Figure 38 - NDD for Wales

90

C2:

FINANCIAL

C3:

FINANCIAL

C2:

NETWORK

C2:

MENTALITY

C3:

CUSTOMER

C2:

SKILLS

C3:

PROCESS

C2:

TECHNOLOGY

C2:

INNOVATION

C3:

LEARNING


& EXPECTED

0

3

6

STATUS

PROJECTION

WORKFLOW

CONSEQUENCED

& EXPECTED

SCENARIO

0

6

West Midlands


Recommendations

To be improved

Good




Library)

The consequences and the expected scenario of West Midlands are good. The region resources will allow to carry on the research projects belonging to the interest area. The highest level of learning and growth resources should be employed to strengthen the technology and innovation extent.


The projection of West Midlands is good. As there is room for a further development of territorial potentiality, the very positive mentality of the stakeholders and the well-structured networking policies should be preserved both using European based initiatives as NEAC, both improving dialogues among companies. These activities could be oriented towards a more extra-territorial attitude to the customer care filed.

PROJECTION

The workflow of West Midlands should be improved. The Region skills and process resources may not be enough in order to start new research projects belonging to the relevance area as depicted by digital library.

WORKFLOW

The status of West Midlands should be improved. The financial position of this region allows the starting off of new research projects belonging to the priority area since now and without main trouble. Despite this, some efforts is needed in order to extent the availability of financial resources and to provide a more solid financial structure.


West Midlands (Intervention could be really helpful to strengthen the territorial development)NAME (Intervention Priority)

Figure 39 - NDD for West Midlands

91

As can be observed by the NEAC Decision Dashboards listed above, the Regions that have

taken part in NEAC demonstrate that in general they have the necessary competence to play

an important role in the future automotive industry in Europe. The major initiatives identified

in the NDD to strengthen this role basically move from backgrounds which is already and

greatly developed.

In the meanwhile, the Regions have the actual chance – thanks to the contacts established

during the project – to promote their mutual relationships in performing common business,

new initiatives and projects at European level (especially thanks to the further opportunities

given by the Seventh Framework Programme, CIP, new Interreg programmes, and others).

An important added value, in this direction, comes from the emerging themes that NEAC has

identified. These are:

- the identification of the Skills needed to improve the core competences in the current

and mainly future employees in automotive domain;

- the wide set of opportunities provided by the Alternative Fuels and Powertrains in the

vehicles’ design and development;

- and finally the creation of more advanced Automotive Clusters.

These themes, combined with the need to work with more Regions, has enabled NEAC to

influence 5 complimentary EU funded projects to unite to form the European Automotive

Strategy Network (EASN), which will be launched at the end of 2007.

92

Appendix 1: NEAC Digital Library

Introduction

In NEAC’s Component 4, three instruments within a common methodology have been

developed. These are:

• NEAC Digital Library (NDL)

• NEAC Interactive Maps (NIM)

• NEAC Decision Dashboard (NDD)

All these instruments are linked together in order to give a powerful and more and more useful

and sophisticated information.

The digital library (NDL) shows its documents ordered by content. The content domain is

organised in a hierarchy, like a directory. NIMs show the content of the digital library on a

geographic map, allowing at building research trends between the documents gathered and

their location on the map. The trends will display also the most significant keywords extracted

from the NDL documents thanks a text mining procedure. These keywords will be composed in

order to obtain a clearer picture of the research orientation. In other words, the NDL is a

central system which provides a common interface between the data and the various front-end

programs in the application (NIM, NDD).

93

These instruments have been realised as an on-line portal1 as shown in the picture below.

Figure 40 - NDL Home page

Finally, the NEAC Decision Dashboard (NDD) is aimed at providing trends among documents

gathered in NDL and shown in NIM, integrating in the meanwhile results of C2 and C3.

Methodology and results will be presented in the next paragraph. NDD has been described

above and details highlighted in Appendix 2.

NEAC Digital Library (NDL)

NDL is a collection of relevant Automotive documents stored in a systematic way, such that a

user can consult it to access information, knowledge and know-how. Documents are organised

so that their contents can easily be accessed, managed and updated.

It also provides a central location for the whole data in the application to reside. Since related

data is stored in one single database, enforcing documents integrity is much easier.

Namely, NDL provides the followings advantages:

• Collect lots of data, in order to build skilled knowledge, coping with:

1 The on-line portal is guaranteed by the W3C local Validator. The W3C Validator guarantees:

• data security • performance

Moreover the NEAC portal has a local installation of a “dict server” (seewww.dict.org) and a link to the Google Maps API (www.google.com/apis/maps/). The web service has been developed by PHP + JavaScript technology, while the

94

- Enormity of data cope

- High dimensionality of data

- Heterogeneous, distributed nature of data

• Greater data integrity and independence from applications programs

• Improved data access to users through use of user-friendly interface

• Facilitated development of new applications program (i.e. NIM. NDD)

• Data Consistency

• Data Sharing

• Reduced Maintenance

• Maintenance is less and easy, again, due to the centralised nature of the system.

NDL permits to gather systematically relevant Automotive document. Each document can be

uploaded in the library. The uploading process is very structured, because each uploading field

will be involved for the documents research in the database. The fields to fill in are:

1. Document title

2. Document type (paper, essay, slides, news, dossier, academic research, thesis, excel

minute, deliverable, meeting agenda, presentation)

3. Author

4. Publication year

5. Category

6. Geographic location of the document origin

7. Technical relevance: interest, relevance, priority, output (1- 4 rank)2

Category is the topic which the document belong to: for each topic a folder in the directory has

been created, in order to allow a correct and simple document classification, to analyse

document contents and finally to cluster them into a topic map geographically anchored.

filling of the geo-reference is allowed by the AJAX (Asynchronous JavaScript And XML) technology, bounded to the geographic freeware database www.geodatasource.com. 2 “Interest” is the degree of interests coming from the NEAC partners; “Priority” is the priority in the project-related Regions and corresponding local authorities; “Relevance” is the relevance expressed by the EC; “Output” is the output comings both from the Competence Assessment and Competitiveness Assessment (Benchmark Results).

95

The concept of the content directory is shown in the figure below.

Figure 41 - NEAC Digital Library: folder concept hierarchy

Figure 42 - NEAC Digital Library: document upload mask

Once gathered documents have been uploaded using the folder hierarchy that correctly fits the

document concept belonging area, the user can download them statically from the NDL or

dynamically from the NIM.

96

NEAC Interactive Map (NIM)

There is often information “hidden” in the data that is not readily evident. Human analysts may

take weeks to discover useful information and much of the data is never analysed at all.

Therefore NIM provides a first data analysis, exploration and classification, by automatic or

semi-automatic means, of large quantities of data in order to discover meaningful patterns.

They allow at drawing ideas from pattern recognition, statistics, and database systems.

Namely, NIMs:

• Provide better, customised services for a competitive edge

• Help stakeholders in:

- Classifying and segmenting data

- Synthesize the State of Art

- Hypothesis formation

• Enforce Standards achievement

• Allow concept-base searching among stored documents

NIMs display document clusters easy to be interpreted as trend lines, priority rankings and

main drivers coming from the documentation gathered, useful to classify and segment data

and to form scenario hypothesis. Clusters will be visualised on the geographic map into a

framework that allows to change the clustering parameters thanks to combo boxes.

Hence, a NIM allows to organise documents in clusters on the geographic map and to extract

the documents following user’s preference. In fact, on the NIM the user has a mask that allows

him/her to select among some parameters and to extract only the documents that satisfy the

selected parameters. In other words, NIMs allow to customise the document search

parameters, choosing on the basis of:

• Document classification

• Document technical relevance

• Document content

The NIMs purpose is to find groups of documents that are similar to each other based on the

attributes selected by the user.

The research parameters are the same of the uploading process3 (except the title). The

clusters will be created thanks to the nested query into the NDL database, and the results will

3 Document type, author, publication year, category, geographic location of the document origin, technical relevance.

97

be displayed as clusters on the map. At this point, the geographic map improves and it

becomes a topic map that will show the state of art of the selected concept area.

The geographic localisation of a document is performed integrating “Google Maps”

(maps.google.com) and it is based upon the information provided to the document. In

particular, a user could specify:

• continent, OR

• continent, country, OR

• continent, country, city.

The system will adapt visualisation on available geographic information.

Figure 43 - NEAC Interactive maps

When clicking on a cluster, a balloon will display to the user information about documents

collected in that cluster:

• The number of collected documents;

• The range of the publication year (the minimum, the maximum) of the documents;

• The mean of the classification parameters (interest, relevance, priority, output).

98

Figure 44 - NEAC Interactive maps: a single example

From the collected documents, it is necessary to extract some research trend lines. These

trends are originated by a statistical elaboration of the NDL data (number of documents,

distribution frequencies, technical relevance values of the document, etc). Starting from this

data we can highlight, for example, which folder in the directory has the highest number of

documents, or which folder has documents with the highest mean of a technical relevance

value. In a second step we can combine these two results.

These results can be represented as a trend and can be suggested as a research theme that

may have important developments. In fact, one of the recent area of inquiry that make use of

text categorisation and do seem to fit within the conceptual framework of discovery of trends

and patterns within textual data for more general purpose usage. For example, text category

labels can be used to find “unexpected patterns” among text articles. The main approach in

literature is to compare distributions of category assignments within subsets of the documents

collection [Hearst: 5].

These first results pave the way to the improvement of NDL and NIM: in fact, these trend lines

can be improved by a text mining analysis of the documents uploaded into the library. For

example a keyword searching can give a more solid base to the construction of research

topics, represented as trend lines.

The “word” level is the first level into the text mining research4. Moreover, word frequencies in

texts have power distribution:

4 The levels of text mining are: word, sentence, document, document-collection, linked-document-collection, application [Grobelnik, Mladenic].

99

• Small number of very frequent words;

• Big number of low frequency words.

It is clear how a heterogeneous mix of operations is required to conduct a complex analysis

over large text collections. Generally these operations include [Hearst: 5]:

1. Retrieval of articles from a particular collection (patents) within a particular date range.

2. Identification of the citation pool (articles cited by the patents).

3. Bracketing of this pool by date, creating a new subset of articles.

4. Computational of percentage of articles that remain after bracketing.

5. Joining these results with those of other collections to identify the publishers of articles

in the pool.

6. Elimination of redundant articles.

7. Elimination of article based on an attribute type (author nationality).

8. Location of full-text versions of the articles.

9. Extraction of a special attribute of the full text (the acknowledgment of funding).

10. Classification of this attribute (by institution type).

11. Narrowing the set of articles to consider by an attribute (institution type).

12. Computation of statistics over one of the attribute (peak year.)

13. Computation of the percentage of articles for which one attribute has been assigned

another attribute type (whose citation attribute has a particular institution attribute).

Some of these operations have been already exploited by the NDL, also with some variations

(steps 1, 2, 3, 4, 5, 11, 12). Starting from these considerations we built a simple text-mining

algorithm that picks up all words and sign them in a table. After that, keywords have to be

transformed by a stemming process: different forms of the same word are usually problematic

for text data analysis, because they have different spelling and similar meaning5. Stemming is

a process of transforming a word into its stem (normalised form). For the English language,

the stemming it is not a big problem, because publicly available algorithms give good results,

as that one implemented in NEAC: it is “Porter Stemmer” available at

http://www.tartarus.org/~martin/PorterStemmer/ [Grobelnik, Mladenic].

At this point, , a stop-words filter filters registered words. Stop-words are words that from

non-linguistic view do not carry information, but they have mainly functional role. In text

mining it is necessary to remove them, in order to help the methods to perform better

[Grobelnik, Mladenic].

5 e.g. learns, learned, learning… [Grobelnik, Mladenic].

100

The filter works thanks to a manual procedure: words considered as keywords are recorded in

a first table; words considered as stop-words are recorded in a second table. The NEAC

administrator can see both the tables: each keyword can be manually rejected and shifted in

the stop-word table by the proper command; each stop-word can be manually resumed and

shifted in the keyword table.

At this time our text-mining algorithm gives to the user a set of keywords. These keywords can

be used in order to explore lexical relations in the WordNet ontology-based dictionary, to which

NIMs have a direct interface. Moreover, keywords are employed to create thematic overviews

of text collections. For example we can select only the NDL folders with documents that have

the relevance parameter6 mean between 3 and 4. We can state that these documents contains

relevant topics and research issues, therefore keyword extracted from these documents can

support at depicting a relevant research theme.

6 “Relevance” is the relevance expressed by the EC.

101

NDL and NIM main results

Within the NDL and NIM over 100 of documents are collected so far. In the following, the main results have been extracted and proposed. In

particular we have shown the main research topics, as used in the NEAC Decision Dashboard, with the arithmetic average achieved

respectively for “Priority” (i.e. priority in the project-related Regions and corresponding Local Authorities); “Relevance” (i.e. relevance

expressed by the EC); “Interest” (i.e. the degree of interest coming from the NEAC partners). The values are ranged from 0 (minimum) to 5

(maximum).

0,00 0,50 1,00 1,50 2,00 2,50 3,00 3,50

gas

natural gas CNG (Compressed Natural Gas)

biodiesel

combustion

renewable energy

air vehicle

Alternative Fuels

diesel type biofuels

Innovation

combustion

oil

vegetable oil

non conventional oil

Alternative Fuels Vehicles

coal-oven steam vehicle

hybrid electric-conventional engine vehicle

priority

relevance

interest

Figure 45 - NEAC NDL results

102

Appendix 2: NEAC Decision Dashboard methodology

Introduction: how to merge C2, C3 and C4

The theoretical methodology applied to fill in the following table and to produce the

recommendations is well explained at the end of this document.

Actions for decision makers: merging table

In the tables and figures presented below the C2 and C3 data are combined in order to identify

the decisions’ spectrum that should be followed to improve the NEAC analysis main results.

Each item of the action table is composed by two or more aspects belonging to both C2 and C3

study, concurring at shaping a simple and clear picture of that item for each partner Region.

The details are showed below:

� Status is depicted by:

o Financial resources (C2)

o Financial (C3)

� Projection

o Network (C2)

o Mentality (C2)

o Customers (C3)

� Workflow

o Skills (C2)

o Processes (C3)

� Consequences & expected scenario

o Technology (C2)

o Innovation (C2)

o Learning & growth (C3)

103

Each cell has to be filled in accordance with the following judgements:

� To be launched (1)

� To be improved(2)

� Medium (3)

� Good (4)

� Excellent (5)

104

SSTTAATTUUSS PPRROOJJEECCTTIIOONN WWOORRKKFFLLOOWW CCOONNSSEEQQUUEENNCCEESS && EEXXPPEECCTTEEDD

SSCCEENNAARRIIOO

CC22:: FFIINNAANNCCIIAALL RREE--

SSOOUURRCCEESS

CC33:: FFIINNAANNCCIIAALL

CC22:: NNEETTWWOORRKK

CC22:: MMEENNTTAA--LLIITTYY

CC33:: CCUUSSTTOO--MMEERRSS

CC22:: SSKKIILLLLSS

CC33:: PPRROOCCEESSSS

CC22:: TTEECCHHNNOO--LLOOGGYY

CC22:: IINNNNOOVVAA--TTIIOONN

CC33:: LLEEAARRNNIINNGG && GGRROOWWTTHH

HHuunnggaarryy 2 4 3 4 2 2 4 4 2 3

NNoorrtthh RRhhiinnee--WWeessttpphhaalliiaa

2 3 1 5 3 2 1 3 3 1

PPrroovviinnccee ooff RReeggggiioo EEmmiilliiaa

2 5 2 3 4 1 3 4 5 3

SSaammaarraa 1 2 3 3 3 3

SSaaxxoonnyy 4 1 5 5 2 3 4 5 5 4

SSaaxxoonnyy AAnnhhaalltt

3 5 4 2 5 1 3 5 5 5

SSlloovveenniiaa 1 2 5 5 1 5 5 5 5 4

CCoommmmuunniittyy ooff VVaalleenncciiaa 2 3 1 2 5 3 1 1 5

WWaalleess 4 2 2 2 3 2 2 4 4 4

WWeesstt MMiiddllaannddss 2 2 5 5 3 2 1 2 3 5

Table 1 Merging table - step 1: the judgement belongs to a five step rank (1. to be launched , 2. to be improved, 3. medium, 4. good, 5. excellent) and it resumes the performance of the Region. The percentage shows the cases in which the Region is above the NEAC average.

105

01

23

45

6

C2:FINANCIAL

RE-SOURCES

C3:FINANCIAL

C2:NETWORK

C2: MENTA-LITY

C3: CUSTO-MERS

C2: SKILLS C3: PROCESS C2: TECHNO-LOGY

C2: INNOVA-TION

C3:LEARNING &

GROWTH

STATUS PROJECTION WORKFLOW CONSEQUENCES & EXPECTED SCENARIO

Reggio Emilia Northrine Westphalia Saxony Saxony Anhalt Wales West Midlands Slovenia Valencia Samara Hungary

Figure 46 - This graph shows the content of table 1 (merging table- step 1) by histograms, respecting the same rank (1. to be launched , 2.

to be improved, 3. medium, 4. good, 5. excellent).

106

SSTTAATTUUSS PPRROOJJEECCTTIIOONN WWOORRKKFFLLOOWW CCOONNSSEEQQUUEENNCCEESS

&& EEXXPPEECCTTEEDD SSCCEENNAARRIIOO

HHuunnggaarryy 3,50 3,00 2,00 4,00

NNoorrtthh RRhhiinnee--WWeessttpphhaalliiaa

2,50 3,00 1,50 2,33


2,50 4,00 3,50 4,67

SSaammaarraa 4,00 3,67 2,00 5,00

SSaaxxoonnyy 3,00 2,33 2,00 4,00


2,00 4,33 1,50 3,33

SSlloovveenniiaa 1,50 3,67 5,00 4,67

CCoommmmuunniittyy ooff VVaalleenncciiaa

2,50 2,67 2,00 3,00

WWaalleess 1,00 2,50 3,00 3,00

WWeesstt MMiiddllaannddss

3,00 3,00 3,00 3,00

Table 2 Merging table - step 2: this table resumes for each item (status, projection, workflow,

consequences & expected scenario) C2 and C3 data in a unique judgment. Obtaining a

arithmetic mean over 3, the global judgment is good, under 3 to be improved.

107

SSTTAATTUUSS PPRROOJJEECCTTIIOONN WWOORRKKFFLLOOWW

CCOONNSSEEQQUUEENNCCEESS &&

EEXXPPEECCTTEEDD.. SSCCEENNAARRIIOO

HHuunnggaarryy ttoo bbee

iimmpprroovveedd ggoooodd ttoo bbee iimmpprroovveedd ttoo bbee iimmpprroovveedd

NNoorrtthh RRhhiinnee WWeessttpphhaalliiaa

ttoo bbee iimmpprroovveedd

ggoooodd ggoooodd ggoooodd


ggoooodd ggoooodd ttoo bbee iimmpprroovveedd ggoooodd

SSaammaarraa ggoooodd ttoo bbee iimmpprroovveedd ttoo bbee iimmpprroovveedd ggoooodd

SSaaxxoonnyy ttoo bbee

iimmpprroovveedd ggoooodd ttoo bbee iimmpprroovveedd ggoooodd



ggoooodd ggoooodd ggoooodd

SSlloovveenniiaa ttoo bbee

iimmpprroovveedd ttoo bbee iimmpprroovveedd ttoo bbee iimmpprroovveedd ggoooodd

CCoommmmuunniittyy ooff VVaalleenncciiaa


ttoo bbee iimmpprroovveedd ggoooodd ggoooodd

WWaalleess ggoooodd ggoooodd ggoooodd ggoooodd

WWeesstt MMiiddllaannddss


ggoooodd ttoo bbee iimmpprroovveedd ttoo bbee iimmpprroovveedd

Table 3 Merging table - step 2: this table resumes for each item (status, projection, workflow,

consequences & expected scenario) C2 and C3 data in a unique judgment.

108

0,00

1,00

2,00

3,00

4,00

5,00

6,00

STATUS PROJECTION WORKFLOW CONS & EXP. SCENARIO

Reggio Emilia Northrine Westphalia Saxony Saxony Anhalt Wales

West Midlands Slovenia Valencia Samara Hungary

Figure 47 - This graph shows the content of table 2 (merging table- step 2) by histograms,

respecting the same rank (≤ 3 = to be improved; > 3 = good).

The pictures reported below, which entail C2, C3 and C4 results, are a composition of views,

diagrams, objects and processes.

� Views capture information about one or more specific aspects of the project.

� Diagrams show a specific part of the project structure or a specific project situation.

� Objects are the “things” in the project , the may be physical such as people,

machines, products or more abstract such as services, instructions.

� Processes are the functions in the project that consume, refine or use objects to

affect or produce other objects.

These allows:

� To better understand the key mechanisms of an existing system

� To act as the basis for creating suitable information systems that support the action

plan

� To act as the basis for improving the current business structure and operation

� To show the structure of an innovated business

� To analyse and learn from a new system concept used by a competitive Region

(e.g., benchmarking on the model level)

109

Actions for decision makers: template

Looking at the merging table (see tables below), a global judgment for each item has been

identified. With more details, it has been indicated if status, projection, workflow,

consequences and expected scenario are globally good or have to be improved and the

resulting judgment has been completed in the table below, near the requested information.

The traditional method for documenting a strategic pattern is to draw an organisation chart,

which detaches the pattern into a number of sections (e.g. status and motivation, workflow,

etc.) vertically represented.

This documentation method is limited to how the pattern is built and organised.

NAME and PRIORITY Insert the name of action plan and its priority.

The priority has to be chosen by the following

three-value rank: high (1), medium (2), low

(3)

STATUS and MOTIVATION – what and

why

Insert the principal aim of the action plan and

the motivation/s that carries out this analysis

WORKFLOW Insert the principal needed action emerged

from the analysis

PROJECTION Insert the projection of the actions

CONSEQUENCES and EXPECTED

SCENARIO

Insert the foreseen consequences and the

expected scenario related to the actions

application

Table 4 Action template

The priority associated to each table depends on the global performance of the partner Region

and it is not referred to judgments like risk and importance. The priority is expressed by a

three-step rank:

1. High = the Region is expected to improve two or more aspects of its global

performance.

2. Medium = the Region is expected to improve one aspect of its global performance.

3. Low = the Region is expected to consolidate its high level of performance and

expectations.

110

In the following, the results of NEAC partner Regions are reported.

Hungary (Magyarorszàg)

NAME and PRIORITY Hungary (Magyarorszàg) (Given the general

positive results, urgent intervention is not

strictly required)


why

The status of Hungary (Magyarorszàg) for

what concern that financial resources available

while the financial structure could be enriched.

WORKFLOW The workflow of Hungary (Magyarorszàg) is

also good. The region has a highest level of

process that could improve the low skills

resources in short term. The Region is able at

starting new research projects belonging to

the relevance area.

PROJECTION The projection of Hungary (Magyarorszàg) is

good: the territorial development has been

achieved. A little bit more attention could be

paid to the customer care field.


SCENARIO

The consequences and the expected scenario

of Hungary (Magyarorszàg) are good: the

Regional resources allow carrying out the

research projects belonging to the interest

area. Despite this, some efforts are needed to

consolidate the innovation extent.

Table 5 Action template for Hungary(Magyarorszàg)

111


NAME and PRIORITY North Rhine-Westphalia (Nordrhein-Westfalen)

(Intervention could be really helpful to

strengthen the territorial development).


why

The status of North Rhine-Westphalia

(Nordrhein-Westfalen) should be improved,

according to the figures collected and

evaluated. The general financial position of

this Region allows to start new research

projects which belong only to the priorities

identified by the European Commission

policies as depicted in the NEAC digital library.

Some work should be made in order to

consolidate the instruments to strengthen the

Regional financial resources and structure, and

in this way the wide deployment of EU

Research and Development project could be

really helpful.

WORKFLOW The workflow of North Rhine-Westphalia

(Nordrhein-Westfalen) should be improved.

The level of skills is not enough to improve the

process level.

PROJECTION The projection of North Rhine-Westphalia

(Nordrhein-Westfalen) is evaluated as good:

the development of the territory is actually

carried out. Despite the projection, the Region

can rely on stakeholders’ mentality and

network should be better projected towards

this attention.

Some work is recommended to strengthen the

customer care field.

112


SCENARIO


of North Rhine-Westphalia (Nordrhein-

Westfalen) should be improved: the Region

resources may not allow to carry out the

research projects belonging to the interests’

area expressed by the NEAC regions area.

Learning and growth are a key topic that

should be promoted.

Table 6 Action template for North Rhine-Westphalia (Nordrhein-Westfalen)

113

Province of Reggio Emilia (Provincia di Reggio Emilia)

NAME and PRIORITY Province of Reggio Emilia (Provincia di Reggio

Emilia)(Intervention could be really helpful to

strengthen the territorial development)


why

The status of the Province of Reggio Emilia

(Provincia di Reggio Emilia) is evaluated as

good as its financial position allows to start off

new research projects which belong to the

priorities identified by the European

Commission policies as depicted in the NEAC

digital library. In order to keep the project

orientation and technological transfer as high

as possible, some further activities should be

carried out in the consolidation of the financial

resources.

WORKFLOW The workflow of the Province of Reggio Emilia

(Provincia di Reggio Emilia) has to be

improved. The Region has not accumulated

sufficient skills resources, in order to start new

research projects belonging to the relevance

areas as represented by the NEAC Digital

Library. Some activities should be carried out

in improving the skills quality so as to

achieve the highest relevance in project

results, both in current and future initiatives.

PROJECTION The projection of the Province of Reggio Emilia

(Provincia di Reggio Emilia) vision is evaluated

as good. Therefore, it can be concluded that

the territory development is following an

active and fruitful process. Despite this some

work should be done in order to improve the

network system and the customer care field.

114


SCENARIO


of the Province of Reggio Emilia (Provincia di

Reggio Emilia) are also considered as good by

the figures. It means that the Regional

resources allow carrying out the research

projects belonging to the interest area

expressed by the NEAC Regions. Despite this,

some work should be made in order to

consolidate the learning & growth extent.

Table 7 Action template for the Province of Reggio Emilia (Provincia di Reggio Emilia)Region

115

Samara (Самар́а) Data about Samara is partially not available; hence the evaluation is based only on the C2 data.

NAME and PRIORITY Samara (Сама�ра) (Intervention could be really

helpful to strengthen the territorial

development). Since C3 analysis has not been

conducted for this Region, the analysis is not

conducted strictly following the procedure.


why

According to the data available (in complete),

the status of Samara (Сама�ра) should be

improved: the financial position of this Region

may allow starting off new research projects

belonging only to the priority area.

WORKFLOW According to the data available incomplete),

the workflow of Samara (Сама�ра) is good: when

the status and the projection will be also good,

the region may start new research projects

belonging to the relevance area (using also

the special role to be not a direct European

member state, but being interesting for

European Commission and other partners).

Despite this, the workflow resources could be

extended.

PROJECTION According to the data available (incomplete),

the projection of Samara (Сама�ра) should be

improved: the development of the territory

should be actively pursuit. The Region

networking should be enriched and the

stakeholders mentality should be changed.

116


SCENARIO


of Samara (Сама�ра) are good: when the status

will be good the region resources may allow to

carry out the research projects belonging to

the interest area (once again using the

special role to be not a direct European

member state, but being interesting for

European Commission and other partners).

Despite this, the consequences and expected

scenario resources could be generally

improved.

Table 8 Action template for Samara (Сама́ра)

117

Saxony (Sachsen)

NAME and PRIORITY Saxony (Sachsen)(Intervention could be helpful to


STATUS and MOTIVATION – what

and why

The status of Saxony (Sachsen) should be improved

according to the figures collected and evaluated. In

particular, the financial resources availability

recommend starting off new research projects in

the NEAC priority area (i.e. the issues closer to the

European Commission policies). The effect of these

actions, could therefore contribute to strengthen

the overall Regional financial structure and system.

WORKFLOW The workflow of Saxony (Sachsen) is evaluated as

good: when the status and the projection will be

good and the Region will maintain enough skills and

process resources, it will be possible to start new

research projects which belong to relevance areas

as represented by the NEAC Digital Library.

Particularly, some effort is needed in order to

extent the skills of the Region.

PROJECTION According to the analysis, the Saxony (Sachsen)

projection is evaluated as good: as a matter of fact,

still some works could be done in providing a more

effective customer care network. In the meanwhile,

mentality of the decision makers is already oriented

towards a stronger attention to well-developed

cross-territorial networking, as well as business that

could be generated within European projects and

programmes related tasks.

118


SCENARIO

The consequences and the expected scenario of

Saxony (Sachsen) are evaluated as good: some

work should be made in order to maintain

technology and innovation level high. When the

Region status will be good it is recommended to

pay stronger attention in particular to the wide set

of possibilities provided by the 7th Framework

Programme of the European Commission, in

particular with reference to the NEAC Regions’

interest areas (mainly grouped within the Transport

and Energy Work Programme).

Table 9 Action template for Saxony (Sachsen)

119


NAME and PRIORITY Saxony-Anhalt (Sachsen-Anhalt)( Intervention

could be helpful to strengthen the territorial

development).


why

The status of Saxony-Anhalt (Sachsen-Anhalt)

is evaluated as good: the financial position of

this Region allows the starting off of new

research projects belonging to the priority

area as highlighted by European Commission

and depicted in NEAC Digital Library.

According to the figures, there is room for

further consolidation of the Regional financial

structures and resources.

WORKFLOW The workflow of Saxony-Anhalt should be

improved: the region may not have enough

skills and process resources to start new

research projects belonging to the relevance’s

areas as represented by the NEAC Digital

Library. The level of skills could not support

the process level, that could be consolidated in

this way.

PROJECTION The projection of Saxony-Anhalt (Sachsen

Anhalt) is evaluated as good. Therefore, the

territorial development is actively carried out.

When the workflow will be good it will be

possible to start new research projects

belonging to the relevance areas as reported

in the NEAC digital library. Suggestions could

be to even more stimulate the mentality of the

decision makers towards the networking

processes, both among public institutions, and

different companies internally and externally

in respect to the NEAC area.

120


SCENARIO


of Saxony-Anhalt (Sachsen-Anhalt) are good:

the region resources allow to carry out the

research projects belonging to the main

interest area. As – according to the data –

technology, innovation and learning and

growth policies have to be preserved. A strong

attention both to the 7 Framework Programme

and CIP should be paid, in order to consolidate

the regional technological framework.

Table 10 Action template for Saxony-Anhalt (Sachsen-Anhalt)

121


NAME and PRIORITY Slovenia (Slovenija) (Intervention could be


development)


why

The status of Slovenia (Slovenija) should be

improved: the financial position of this region

allows the starting off of new research projects

belonging to the priority area. These project

will be helpful to improve the financial

resources and structures.

WORKFLOW The workflow of Slovenia (Slovenija) is good:

the highest level of process and skills should

be employed to consolidate the Region

financial status. When the status will be good,

the projection resources allows at starting and

to taking part in research projects belonging

to the relevance area.

PROJECTION The projection of Slovenia (Slovenija) is good:

the development of the territory is actively

pursuit. More could be made in the customer

care field: in this way a the improvement

process could be lead by the high cross-

territorial networking and the by the attentive

stakeholders mentality

122


SCENARIO


of Slovenia (Slovenija) is good: the level of

technology and innovation is very high. In

order to start and to take part in research

projects belonging to the interest area, the

Region status have to be enhanced and the

consequences & expected scenario resources

could be helpful in this way.

Table 11 Action template for Slovenia(Slovenija)

123

Community of Valencia (Comundad Valenciana)

NAME and PRIORITY Valencia (Comunidad Valenciana)

(Intervention could be really helpful to

strengthen the territorial development).


why

The status of Valencia (Comunidad

Valenciana) should be improved. The financial

position of this Region allows the starting off

of new research projects in the priorities

identified by the European Commission

policies; despite this some efforts are required

to improve the Region status in terms of

resources and structures.

WORKFLOW The workflow of Valencia (Comunidad

Valenciana) should be improved. In particular,

it has to be pointed out that the skills system

is quite strong and this could provide a

important impact towards the entire industrial

process which could be strengthen by these

wide set of competences in the short- and

medium- term.

PROJECTION The projection of Valencia (Comunidad

Valenciana) should be improved. The

territorial development can be actually

obtained. The customer care field is well-

structured and could lead the strengthen of

workflow issues, in order to make this

development even more systematic and

effective.

124


SCENARIO


of Valencia (Comunidad Valenciana) are good:

the highest level of innovation are enough to

compensate the low level of technology.

However, when the status will be good, the

region resources will allow to carry on the

research projects belonging to the interest

area for NEAC area, as it already happening

with the strong attention that this region is

putting – for instance – to the topics of 7th

Framework Programme.

Table 12 Action template for Valencia(Comunidad Valenciana)

125

Wales

NAME and PRIORITY Wales (Intervention could be really helpful to


STATUS and MOTIVATION – what

and why

The status of Wales is evaluated as good,

particularly for what concern the availability of

financial resources. More attention towards the

development of the financial structures should be

paid. To do this, research oriented initiatives,

particularly related to the 7 Framework Program

and concerning the NEAC priority area (i.e. the

issues closer to the European Commission policies)

should be encouraged. In the meanwhile,

opportunities coming from other areas of European

Commission as CIP (concerning the venture

capitalist and financial support for new initiatives)

should be strongly investigated.

WORKFLOW The workflow of Wales should be improved. In

this case, the region may not have enough skills

and process to start off new research projects

belonging to the relevance’s areas as represented

by the NEAC Digital Library. This is also allowed by

the really relevant automotive industrial framework

for this region. Moreover, the enforcement of the

level of skills could steer an even more effective

impact in industrial processes and simulate the

companies growing.

PROJECTION The projection of should be improved. The

development of the territory should be more

actively and actually pursuit. To even more

stimulate the effectiveness of industrial framework,

it could paid more resources and attention to the

customer care strategies and to the stakeholders

mentality oriented to the development of a cross-

territorial networking.

126


SCENARIO

The consequences and the expected scenario for

Wales are good. This means that the region

resources will allow to carry on the research

projects belonging to the interest area for NEAC

region, particularly in the area of Interregg process,

in strong alignment with NEAC results. In order to

extend technology and innovation, activities should

be promoted in 7th Framework Programs and CIP.

Table 13 Action template for Wales

127

West Midlands

NAME and PRIORITY West Midlands (Intervention could be really


development)


why

The status of West Midlands should be

improved. The financial position of this region

allows the starting off of new research projects

belonging to the priority area since now and

without main trouble. Despite this, some

efforts is needed in order to extent the

availability of financial resources and to

provide a more solid financial structure.

WORKFLOW The workflow of West Midlands is good. should

be improved. The Region skills and process

resources may not be enough in order to start

new research projects belonging to the

relevance area as depicted by NEAC digital

library.

PROJECTION The projection of West Midlands is good. As

there is room for a further development of

territorial potentiality, the very positive

mentality of the stakeholders and the well-

structured networking policies should be

preserved both using European based

initiatives as NEAC, both improving dialogues

among companies. These activities could be

oriented towards a more extra-territorial

attitude to the customer care filed.

128


SCENARIO


of West Midlands are good. The region

resources will allow to carry on the research

projects belonging to the interest area. The

highest level of learning and growth resources

should be employed to strengthen the

technology and innovation extent.

Table 14 Action template for West Midlands

129

Recommendation flow-down

Once the action template tables have been filled in, we can pay attention to the aspects that

have to be improved. These aspects will be deeply analysed.

Then, it will be possible to consider the Region’s possibilities and its attitude at developing the

research issues presented in the C4 results.

We propose a few simple rules useful to consider the Regional capabilities matched to the

research topics.

IF status = to be improved THEN consider research issues where priority = high

ELSE

IF status = good AND projection + workflow = good THEN consider research issues where

priority = high AND research issues where relevance = high

OR

IF status = good AND consequence and expected scenario = good THEN consider research

issues where interest = high

These rules may produce some overlap: in this case we have to consider the relationship

between the research issues belonging to priority, relevance and interest, filling the

recommendation flow-down table in.

130

Hungary (Magyarorszàg)

PERFORMANCE ASPECT: status

GENERAL JUDGMENT: good

Recommendation Actions Research analysis & reporting

Improve financial resources

1. improve role of financial insitutions

2. improve Basel II compliance

3. improve Venture Capital

4. improve regional capital structures

C2

Invest in researches of priority Pay attention to:

1. hybrid-electric-conventional engine vehicle;

2. coal oven steam vehicle

3. alternative fuels vehicle

4. non conventional oil

5. diesel type biofuel

6. biodiesel

C4

PERFORMANCE ASPECT: workflow


131


Improve skills quality

1. improve future supply of skilled workforce

2. matching skills demand

3. improve workforce skills

4. improve skills monitoring

C2

132

PERFORMANCE ASPECT: projection



Improve customer care field 1. improve complaints/orders C3

Since workflow is good, invest in

researches of relevance

Pay attention to:





5. air vehicle

6. biodiesel

7. oil

8. combustion

9. innovation


11. renewable energy

12. natural gas

C4

133

PERFORMANCE ASPECT: consequences and expected scenario



Invest in researches of interest Pay attention to:





5. vegetable oil

6. oil

7. combustion

8. innovation


10. alternative fuels

11. gas

C4

Table 15 Conclusive recommendation flowdown for Hungary (Magyarorszàg)

134



GENERAL JUDGMENT: to be improved







C2







6. biodiesel

C4

135





1. improve skills monitorino

2. improve matching skills demand


C2

Improve process quality 4. improve stock turnover

5. improve supplies delivered on time/cost bought

in material and services

6. improve total turnover/number of order

received

C3

136



Recommendation Actions Research analysis &

reporting

Improve network quality

1. improve B2B%business facilitation

2. improve targeted support

3. improve balance of market positions

4. improve reducing legal barriers to competitiveness

5. improve fragmentation in the regional network

C2

137




Improve learning and growth 1. improve the new employees/ number of FTE

employees

2. improve the turnover from new products and

services / total turnover

C3

Table 16 Conclusive recommendation flow-down for North Rhine-Westphalia(Nordrhein-Westfalen)

138

Province of Reggio Emilia (Provincia di Reggio Emilia)










6. Biodiesel

C4




Improve skills quality 1. improve workforce skills

2. improve workforce age structure

C2

139


4. improve language skills




none

140









5. vegetable oil

6. oil

7. combustion

8. innovation



11. gas

C4

Table 17 Conclusive recommendation flowdown for Province of Reggio Emilia (Provincia di Reggio Emilia)

141

Samara (Самар́а) - data partially not available




Improve financial resources 1. improve regional capital structures



4. improve regional business support

C2







6. biodiesel

C4

142




none




Improve network 1. improve B2B%business facilitation




C2

143









5. vegetable oil

6. oil

7. combustion

8. innovation



11. gas

C4

Table 18 Conclusive recommendation flowdown for Samara (Самар́а)

144

Saxony (Sachsen)




Improve Regional financial structures 1. improve cash in bank/total turnover

2. improve return on capital employed

3. improve total turnover/growth

C3

Invest in researches of priority pay attention to:






6. biodiesel

C4

145




none




Improve network

1. improve B2B business facilitation

2. improve projectioned support



5. improve fragmentation in the Regional network

6. improve permeability of network

C2

Improve customer care 1. reduce complaints

2. gain new customers

C3

146




none

Table 19 Conclusive recommendation flowdown for Saxony(Sachsen)

147





Consolidate financial resources 1. improve subsidised financial support C2

Consolidate Regional financial structures 1. improve return on capital employed


C3







6. biodiesel

C4

148





1. improve matching skills demand





C2

Improve process quality 6. improve stock turnover

7. improve total turnover/number of order

received

C3

149




Improve mentality

1. improve mechanisms challenging mentality

barriers

2. improve integration & acceptance of foreign

workforce

3. improve acceptance of foreign management

4. improve acceptance of foreign cultures

C2

150




Improve innovation extent

1. improve technology & innovation transfer

2. improve projectioned support & innovative

capacity

3. improve Eu & national subsidy programs

4. improve strategy meetings/circles and R&D

initiatives

5. improve external innovation & technology

transfer

C2






C4

151

5. vegetable oil /oil

6. combustion

7. innovation



10. gas

Table 20 Conclusive recommendation flowdown for Saxony-Anhalt (Sachsen-Anhalt)

152










C2

Improve financial structures 5. improve cash in bank/total turnover C3







C4

153

6. biodiesel



Recommendation Actions Research analysis &

reporting

none




Improve customer extent 1. improve complaints/orders

2. improve new customers/total customers

C3

154




none

Table 21 Conclusive recommendation flowdown for Slovenia(Slovenija)

155

Community of Valencia (Comunidad Valenciana)








4. improve regional business support

C2







6. biodiesel

C4

156




Improve process quality 1. improve total turnover/number of orders C3




Improve network






C2

Improve mentality

1. improve mechanisms challenging mentality barriers


C2

157




none

Table 22 Conclusive recommendation flowdown for Valencia(Comunidad Valenciana)

158

Wales




Improve Regional financial structures 1. improve cash in bank / total turnover


C3







6. biodiesel

C4

159









C2

Improve process quality 1. improve supplies delivered on time/cost bought in material and services

2. improve total turnover/number of order received

C3

160




Improve network




C2

Improve mentality

1. improve acceptance of foreign management


3. improve general work attitude/ ethic & CI

C2

161









5. vegetable oil

6. oil

7. combustion

8. innovation



11. gas

C4

Table 23 Conclusive recommendation flowdown for Wales

162

West Midlands








4. subsidized financial support

C2







6. biodiesel

C4

163









C2

Improve process quality 1. improve total turnover/number of order received

C3

164




none




Improve technology

1. improve match-making

2. improve levels of planned investment

3. improve network participation at echnology fairs outside the region

C2






5. vegetable oil

C4

165

6. oil

7. combustion

8. innovation


10. alternative fuels and 11. gas

Table 24 Conclusive recommendation flowdown for West Midlands

166

REFERENCES

• Grobelni, M., Mladenic, D., Text-Mining Tutorial

• Hearst, M., Untangling Text Data Mining

• Han, Kamber, Data Mining: Concepts and Techniques, Lecture Notes