European Charter for Small Enterprises 2009 good practice selection
2009
European Charter for Small Enterprises 2009 good practice selection
DOI: 10.2769/71269 Š European Commission 2009
INTRODUCTION The good practice cases presented in this brochure provide a sample of the different ways public administrations can make life easier for Europe’s small and medium-sized enterprises (SMEs) by targeted policy measures. This collection of good practices was done within the framework of the European Charter for Small Enterprises, created at the request of the Lisbon European Council in 2000. In signing the Charter, the Heads of State committed themselves to taking action for small businesses in key policy areas. To encourage Member States to learn from each other, the Commission annually publishes a selection of the best policy measures. In 2008, the new Small Business Act (SBA) created a new framework for SME policy in Europe. The latest collection of good practices therefore focuses on topics of particular relevance under the SBA: 1. Cash flow for business growth - Incentives for reinvesting profits and reducing late payments 2. Easier access to public procurement 3. Business dynamics: easier bankruptcy procedures and business transfers 4. Fostering creativity in entrepreneurship 5. Fostering Women’s entrepreneurship 6. Fostering eco-innovation and energy efficiency in SMEs In this brochure, each of the six areas is covered by a separate chapter.
2008/2009 good practice collection This year, the Commission has received 200 good practices in SME policy from the EU countries and Norway. The full collection can be consulted at: http://ec.europa.eu/enterprise/enterprise_policy/charter/gp The good practices highlighted in this brochure are initiatives that have been particularly beneficial in a national context and which might also be of interest to other countries. In many cases, policy makers discussed their policy measures with business organisations and entrepreneurs before submitting them. Good practice selection 2009
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Learning from each other One of the successes of the European Charter for Small Enterprises is that it has enabled participating countries to learn from each other’s good practices. In 2004, EU Member States reported on some 20 cases in which they had based their own policy improvements on experience from other charter countries. This year, there were more than 40 such cases. For example: • the Belgian “ecology grant” for businesses investing in green technologies is inspired by similar measures in the Netherlands; • Estonia’s pre-bankruptcy procedure is modelled on the procedures in Germany, Finland and Austria; • the Italian toolbox for managing business transfers has been taken up by the Norway’s National Industry Association; • before introducing its “innovation club”for craft enterprises, Luxembourg carried out a benchmarking study on similar projects in other European countries; • Lithuania’s entrepreneurial programme “Worth a million” is based on the TV programme “Dragon’s Den”, broadcasted in more than 30 countries; • the Swedish woman enterprise ambassador’s programme was inspired by a similar programme in the UK. The European Commission is now introducing this programme across the EU. In other areas, Member States have cooperated on policy measures from the outset. For instance Germany with twelve other countries set up the online platform ETIS, enabling users to search for national tenders below the European thresholds which do not have to be published in the EU’S TED database of tenders. The participating countries are Austria, Belgium, the Czech Republic, France, Ireland, Italy, Poland, Portugal, Slovakia, Spain, Switzerland, the UK and Germany.
Charter conference The main forum for exchanging good practices in the Charter context is the annual conference, where many of the good practices highlighted in this brochure will be presented. The 2009 conference – “From the European charter for small enterprises to the Small Business Act”– will be held in Stockholm on 5-6 October 2009. More information can be found at: http://ec.europa.eu/enterprise/enterprise_policy/charter/conf2009.
Conclusion The exchange of good practices to foster the start-up and growth of SMEs has become a key instrument for shaping SME policy in more than 40 countries. We encourage you to go through the brochure and check which of the measures presented might be beneficial for SMEs in your country!
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Good practice selection 2009
1. CASH FLOW FOR BUSINESS GROWTH Incentives for reinvesting profits and reducing late payments
If they are to survive financial crises and economic downturns, SMEs must strengthen their equity base. But quite often, they do not have the financial resources to do so. One way to help them improve their equity base is to offer them tax incentives for reinvesting their profits. Many EU countries have introduced these kinds of incentives – some of which are described in this brochure.
In the EU, most goods and services that businesses provide to other businesses and to public authorities are not paid for upon delivery. Often, payments are made later than provided for in the contract or invoice – creating financial problems and uncertainty, particularly for SMEs. Since 2002, EU rules have allowed businesses to charge interest to other businesses or public authorities when they fail to pay within the contractual or legal deadline. However, many businesses and stakeholders think the rules don’t go far enough. The Commission therefore announced further action in its “Small Business Act”and in the “European Recovery Plan”to help businesses getting paid on time by other businesses and public authorities.
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1.1 Business mediation Description
Late payments seriously aggravate the business conditions of Hungarian SMEs. Nevertheless, they resort to law suits or liquidation proceedings only in about half of their justified complaints, because of the slowness, expensiveness and excessive complexity of bureaucratic judicial proceedings. To improve the situation, the Ministry for Economy started promoting mediation among SMEs by financing 10 model mediation cases selected by trade associations. The partner in this program was the Hungarian Mediation Association (www.mediacio.hu). Objectives
Promoting mediation as a quick, effective dispute resolution method for SMEs by presenting successful cases. Target group
SMEs, trade associations for SMEs. Start date
End date
Other information
05/01/2008
Measure open-ended.
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Communication strategy
Case-studies. Articles in the chambers/federal journal. Presentations at general assemblies of 4 business associations and during a training day for members. Assessment by business organisations
Four associations participated in the program, in particular those that could not afford to organise their own arbitration due to lack of financial or professional capacity. Contact details of business organisation
“Hungarian Association of Craftsmen’s Corporations, www.iposz.hu. Information on individual enterprises taking part in mediation proceedings is confidential.” Statistical info
All model cases could be resolved successfully: instead of law suits taking several years, through mediation all disputes could be settled in 1-5 sessions (taking 2-3 hours per meeting), saving considerable costs and time. The amount in dispute was between €1.700 and €330.000. Why is this measure a success?
Several thousands of enterprises have received information on mediation as an alternative method of dispute resolution. International experience shows that, by using mediation, 50% of disputes can be resolved during the first meeting already.
Contact
Lessons learned
Ministry for National Development and Economy Istvan Csirke, Hold utca 17. H 1054 Budapest Hungary
Because judicial proceedings often take several years to enforce a claim, in the beginning, the firms had rather limited confidence in the mediation procedure. It was also a problem that the programme financed and monitored only a restricted number of meetings as a result of which some firms did not want to take part in the programme, considering they had little chance of success.
E-mail : csirke.istvan@nfgm.gov.hu
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Measure inspired by the following Member State/Best project
Website : www.nfgm.gov.hu; www.mediacio.hu
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1.2 Fiscal stimulus for using shareholder’s dividends Description
Fiscal stimulus for using shareholder’s dividends instead of external financing. Changes in the “Law on Corporate Income Tax” stipulating that if a company is not distributing the dividends partially or fully, taxable income is reduced by the amount of interest which the company would have to pay for an equal loan. The reference rate used to calculate the notional interest amount is the Central Bank’s average lending rate for national currency in the respective year. The measure has been developed in collaboration with the Ministry of Finance. Objectives
Encouraging shareholders to reinvest their profit in the company. Target group
All businesses. However, the measure is particularly beneficial for SMEs, which face more restricted assess to finance. Start date
End date
Other information
01/01/2009
31/12/2013
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Communication strategy
The measure was part of the yearly ‘Business Environment Improvement Plan’, which is widely publicised and on which the business organisations are being consulted. Assessment by business organisations
The Latvian Confederation of Employers and the Latvian Chamber of Trade and Commerce were involved in formulating this measure and considered it an effective mechanism to reward shareholders for using dividends instead of external financing. Contact details of business organisation
Latvian Confederation of Employers, Latvian Chamber of Trade and Commerce. Statistical info
No statistics available yet. Why is this measure a success?
The measure is a step in the right direction, since during a period when SMEs have less access to finance, it encourages shareholders to reinvest profits. Lessons learned
The measure was designed at the beginning of 2008, when tax revenues were still sufficient. However, tax revenues have decreased substantially in the meantime and the state budget will have a deficit in 2009. Any decrease of taxes is sensitive during such a period. Nevertheless, honouring the agreement with the business organizations, this measure was implemented as planned in 2009. Measure inspired by the following Member State/Best project
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Contact Investment and Development Agency of Latvia Diāna Laipniece, Perses St.2 LV 1442 Riga Latvia E-mail : Diana.Laipniece@liaa.gov.lv Website : www.liaa.gov.lv
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1.3 Supporting development by reinvestment of profit Description
Financial aid is granted to SMEs that reinvest profits in equipment and machines to increase production capacity or in intangible assets (industrial property rights). Under the scheme, businesses receive grants amounting to 25% of the profits spent on assets which they started to use in the previous financial year and which they have paid for in full (maximum grant: €23 000). The business is required to continue investing for a further 3 years. Objectives
To promote capital investment and modernisation of SMEs by updating technologies, in order to consolidate their capital and competitiveness on the market. Target group
SMEs a) with a positive balance sheet at the end of the accounting year b) that have reinvested part or all of their profits; c) that have bought new tangible and intangible assets which they started by the end of the previous year. Start date
End date
Other information
15/05/2005
31/12/2008
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Communication strategy
Website, press articles, promotion for the SME consultation committee. Multipliers: territorial offices for SMEs, SME associations. Assessment by business organisations
The measure has been introduced following consultations with the organisations that represent SMEs. Contact details of business organisation
The Territorial Office for SMEs and Cooperatives Constanţa Bd. Tomis 79-81, et.1, cod 900669, Constanţa Dumitru Nancu, Executive Director dumitru.nancu@mimmc.ro; www.otimmccta.ro Statistical info
Contact Ministerul IMM, Comerţ şi Mediul de Afaceri Viorica Dragomirescu, Ileana Modreanu, Calea Victoriei, No 152, Sector 1 010072 Bucuresti Romania E-mail : viorica.dragomirescu@ mimmc.ro; ileana.modreanu@mimmc.ro
Number of benefiting companies: 750. Budget for refunding gross reinvested profits: €4 070 000. Amount spent by recipient businesses on eligible assets, 2005-08: €17 000 000. Of this, 75% was invested in technologies (machines, plant and equipment) for industries such as textiles, wood, plastic products, construction, market services and trade. 25% was invested in computers, peripherals and intangible assets. Why is this measure a success?
The measure has lead to increased investment in tangible and intangible assets by SMEs. It provides recipients with an incentive to invest a greater share of their profits, thus multiplying the effects of the programme. Lessons learned
— Measure inspired by the following Member State/Best project
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Website : www.mimmc.ro
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1.4 The Taxation Council Description
The Taxation Council is an expert committee within PKPP Lewiatan, specialising in tax legislation issues. It organises consultations on legislative proposals, develops standpoints and presents them in governmental consultations, in parliamentary forums and through contacts with the President’s office. The Council prepares its own legislative drafts and programme documents, and carries out research into tax law. It meets regularly to discuss legislative developments, both at national and European level. Objectives
The goal of the Council is to propose and push for improvements in tax law that will create solutions beneficial to entrepreneurs. Target group
Companies operating in Poland, with special consideration for SMEs, which are particularly sensitive to the financial burden imposed by the tax system. Start date
End date
Other information
11/12/2004
Measure open-ended.
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Communication strategy
The Council expresses its opinion on tax legislation. It also organises conferences to discuss the most important changes in taxation. Assessment by business organisations
— Contact details of business organisation
Robert Pasternak, Deloitte&Touche, Doradztwo Podatkowe Sp. z o.o., ul. Piękna 18, 00-549 Warszawa; KPMG Tax Sp. z o.o., ul. Chłodna 51, 00-867 Warszawa; MDDP Michalik Dłuska Dziedzic i Partnerzy Sp. z o.o. ul. Książęca 4, 00-498 Warszawa. Statistical info
— Why is this measure a success?
Main achievements: 2005 - amendment to the VAT Law. 2006 - amendment to the Tax Ordinance Law. 2007 - amendment to the CIT Law and publication of the “Tax Almanach”, a list of key tax rules Lessons learned
— Measure inspired by the following Member State/Best project
This measure was inspired by CBI - The Voice of Business (United Kingdom) and other business organisations.
Contact Polish Confederation of Private Employers (PKPP Lewiatan) Kamila Grobelna, Klonowa 6 00-591 Warsaw Poland E-mail : grobelna@pkpplewiatan.pl Website : www.pkpplewiatan.pl
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2. PUBLIC PROCUREMENT
The public procurement market in the EU is worth approximately €1 800 billion – 16% of EU GDP – giving it the weight to drive innovation, stimulate companies’ growth and create jobs. A recent study found that in 2005, SMEs won 64% of public procurement contracts whose value exceeded the thresholds above which EU law applies – equivalent to 42% of the total value of all such contracts. Given SMEs’ strong contribution to the economy, these figures could be improved. SMEs’ difficulties in accessing public procurement are mainly related to the procurement culture of contracting authorities. For instance, to achieve short-term cost savings, smaller lots are combined into one big tender which is often no longer accessible to/ or manageable for SMEs. Also, all too often price criteria are weighted heavily at the expense of innovative, environmentally-friendly and more sustainable products. The “European Code of Best Practices facilitating access by SMEs to public procurement contracts”elaborated within the framework of the “Small business Act”for Europe proposed a series of solutions to the problems encountered and reported by SMEs. The following chapter presents a number of good practices selected on the basis of the criteria enshrined in this ‘Code of Best Practices’.
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2.1 Tendering platform “European Tender Information System” Description
Most contracts in the EU have a value below the European threshold and so do not have to be published in the EU’S TED database of tenders - it is enough to publish them in national or regional media. The European Tender Information System ETIS, a multilingual electronic tendering platform for public procurement, is the only central platform enabling users to search also for national tenders from 13 European countries (Germany, Austria, Switzerland, Poland, Czechia, Slovakia, Italy, France, Portugal, Spain, Great Britain, Ireland, Belgium). Objectives
Opening new markets for SMEs by removing barriers to accessing information about tenders. Improving market transparency of public procurement in Europe. Target group
ETIS was specifically developed to take care of the requirements of SMEs. Start date
End date
Other information
01/01/2005
Measure open-ended.
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Communication strategy
The service is marketed by sector- and country-specific events and by partners of the Enterprise Europe Network. Assessment by business organisations
— Contact details of business organisation
— Statistical info
1,800 businesses tested the ETIS tendering service in Germany in 2008 and and some 2,200 test contracts have been offered for free for a period of 4 weeks. Why is this measure a success?
In addition to the tendering service, the ETIS partners offer information about the most important rules concerning the award of contracts in each country and organise information events for specific countries and sectors. Lessons learned
Included in the project was a test phase lasting approximately one year with about 1,500 companies participating. Measure inspired by the following Member State/Best project
ETIS is the result of a project supported by the EU via the eContent programme. In 2005/2006 10 EIC and 3 private companies from 10 EU countries have formed a project consortium to jointly develop this database.
Contact Berlin Partner GmbH nicht angegeben Fasanenstr. 85 10623 Berlin Germany E-mail : eu-beratung@berlin-partner.de
Website : www.etisys.com; www.berlin-partner.de
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2.2 Network of Swedish Public Purchasers Description
SOI(Swedish Public Purchasers) is a meeting place for public purchasers and a network for sharing good practices on how to make public procurement more efficient. Purchasers from municipalities and counties invite local entrepreneurs to information meetings on public procurement. During these meetings, the head of public procurement gives a simple explanation of how tendering works in practice and which points businesses should bear in mind. The meetings have convinced more SMEs to participate in supplying to the public sector. Objectives
Stimulating smaller companies at local level to make offers and overcoming possible obstacles preventing new players from participating in public procurement. Target group
Actors in public procurement: municipalities, counties, local trade organisations. Start date
End date
Other information
01/01/2007
Measure open-ended.
SOI (Swedish Public Purchasers) is an association, founded in 1979. End of Dec. 2008 it had 1100 members. They are active in the field of public procurement.
Communication strategy
Newspapers, websites, conferences, trainings, various networks etc. Assessment by business organisations
All information meetings for companies are fully booked immediately. Contact details of business organisation
Marknad Varberg AB, Näringslivschef Lars-Gunnar Berndtsson tel. 0705-571779; Halmstad kommuns Näringslivsbolag, T. Fröhlich, torbjorn.frolich@halmstad.se. Statistical info
Information meetings of the municipalities in the county of Halland have lead to a high participation of SMEs. The number of offers per framework agreement contract has risen from 4 to 5 and there are more first-time bidders. These are e.g. local traders concluding contracts to deliver foodstuffs to public housing projects and regional conference centres. The smallest entrepreneur has a turnover of some 19.000 Euro. Why is this measure a success?
Entrepreneurs get answers to their specific questions and can talk about the obstacles they encounter. The public procurers get direct feedback on their tendering specifications. Via the SOI network this method has spread to other counties that now also organise such information meetings.
Contact Sveriges Offentliga Inköpare (SOI) Lisbeth Johnson, Box 406 791 28 FALUN Sweden
Lessons learned
These meetings between purchasers and entrepreneurs are far more important than traditional training on public procurement law. Measure inspired by the following Member State/Best project
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E-mail : lisbeth.johnson@halmstad.se Website : www.soi.se
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2.3 SMEs’ access to public procurement Description
Online tendering procedures can now be used for public contracts that are divided into lots. Under the new rules, the minimum requirements for tenderers are based on each individual lot rather than the entire contract. This is important for SMEs, which have often been prevented from tendering in the past by their limited production capacity and an inability to meet the contracting authorities’ requirements. The Public Procurement Electronic System (SEAP) ensures the free publication of tender announcements and is the technical platform for applying the procedures(www.e-licitatie.ro). Objectives
To make it easier for SMEs to tender for public contracts through new rules on contracts divided into lots. To increase transparency by online information and procedures. Target group
Small and medium-sized enterprises. Start date
End date
Other information
28/07/2006
Measure open-ended.
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Communication strategy
Websistes, information events, press articles. The efforts are also supported by the chambers of commerce and SMEs associations. Assessment by business organisations
The initiatives mentioned above have a general impact on the business environment Contact details of business organisation
The Chamber of Commerce and Industry of Romania - www.ccir.ro Bd. Octavian Goga nr. 2, Sector 3, Bucuresti Statistical info
In 2008, about 90 000 procurement notices were published. Almost 75 000 of them were accessible to SMEs, which were awarded contracts in some 56% of the procedures they took part in. They won around 40% of contracts overall, worth 29% of the total value of all conttracts awarded. Why is this measure a success?
The facility allows the contracting authorities to organise, assess and finalise award procedures for contracts divided into lots, having as award criteria “the lowest price” and “the most advantageous offer from the economic point of view”.
Contact Lessons learned
— Measure inspired by the following Member State/Best project
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Autoritatea Naţională pentru Reglementarea şi Monitorizarea Achizitiilor Publice -ANRMAP Codrin Vulcu, dul Dinicu Golescu nr. 38, et. 4, sector 1 010873 Bucuresti Romania E-mail : birouldepresa@anrmap.ro; codrin.vulcu@anrmap.ro Website : www.e-licitatie.ro; www.anrmap.ro
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2.4 Proof of eligibility with a list of eligible entrepreneurs Description
Tenderers, candidates and subcontractors can use our online database to demonstrate eligibility to contracting authorities throughout Austria. By the same token, contractors can use the database to find suitable companies for specific tenders. However, registration, which costs €65 p.a. for a company, is not compusory: tendering authorities must also accept other, comparable, forms of proof of eligibility. Objectives
To create an online register of all certificates of eligibility for procurement procedures. Target group
All companies taking part in public tenders and calls for expressions of interest. Start date
End date
Other information
13/12/1999
Measure open-ended.
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Communication strategy
Printed and electronic material for contractors. Presentations to contracting authorities. Assessment by business organisations
1: The Austrian contractors’ register (ANKÖ) is a great service that helps in providing certificates of eligibility. During tendering procedures, contracting authorities often require the same documents again and again, which carries a high administrative cost, in particular for building contractors. 2: The Austrian contractors’ register (ANKÖ) with its list of eligible companies is a tool that contracting authorities and especially SMEs have found useful in tendering procedures. Contact details of business organisation
Nr.1: Fachverband der Bauindustrie, Dkfm. Dr. Hans-Peter Haselsteiner, Schaumburgergasse 20/8, A-1040 Wien; Nr. 2: Wirtschaftskammer Österreich, Dr. Annemarie Mille Wiedner Hauptstrasse 63, A-1045 Wien. Statistical info
Some 8000 listed-company entries accessed online by 4000 awarding officials, 42 000 times a year, in order to check the companies’ eligibility (2008 figures). Why is this measure a success?
• Contracting authorities throughout Austria can check any time if companies are eligible • Companies avoid having to repeatedly prove that they are eligible for specific tendering procedures and are thus relieved of that burden. • This makes tendering easier and less bureaucratic. Many studies show substantial potential savings (up to €20 million) for the Austrian economy.
Contact Auftragnehmerkataster Österreich (ANKÖ) Dipl.-Kfm. Dr. Alfred Jöchlinger, Handelskai 94-96 1200 Wien Austria
Lessons learned
Extensive technical expenditure to implement this service. Measure inspired by the following Member State/Best project
Our application served as a model for “PQ-BAU”, a database set up in Germany in 2006.
E-mail : sekretariat@ankoe.at Website : www.ankoe.at
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2.5 Incorporating guarantees into public procurement legislation to protect SMEs Description
Under the Public Procurement Act, any clause in a public procurement contract is invalid if it excludes or restricts the application of legal consequences in the event of breach of contract committed by the contracting authority or if it deviates from the Civil Code with regard to interest for late payment. Objectives
To make it easier for SMEs to take part in public procurement procedures by offsetting the disadvantages resulting from their unequal bargaining position. Target group
Contracting authorities, tenderers, SMEs Start date
End date
Other information
07/07/2007
Measure open-ended.
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Communication strategy
Implemented via legal amendment. Contracting authorities were involved in the process. Assessment by business organisations
— Contact details of business organisation
— Statistical info
According to statistics kept by the Public Procurement Council, the proportion of public procurement contracts awarded to micro, small and medium-sized enterprises in 2008 increased both in terms of number and value of contracts (by 8% and 7%, respectively) compared to 2007. Why is this measure a success?
— Lessons learned
— Measure inspired by the following Member State/Best project
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Contact Közbeszerzések Tanácsa Fribiczer Gabriella, Margit krt. 85. 1024 Budapest Hungary E-mail : fribiczer.gabriella@ kozbeszerzesek-tanacsa.hu Website : www.kozbeszerzes.hu
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2.6 Reducing chain debts Description
The amended Public Procurement Act contains a number of rules on the reduction of chain debts among entrepreneurs. In order to reduce such debts, information notices about the amendment and performance of public procurement contracts must indicate not only the date by which the contractor must deliver on the contract, but also the date when the payment falls due. The contracting authority must publish a notice about the payment - or refusal to pay - on its website - if it has one. Objectives
Firms involved in public procurement procedures can find out whether and when the contracting authority intends to pay them for supplies and services rendered. The contracting authority’s actual fulfilment of its financial obligations is made transparent, since it must acknowledge - or refuse - performance of the contract. Target group
Contracting authorities, tenderers, SMEs. Start date
End date
Other information
07/07/2007
Measure open-ended.
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Communication strategy
Implemented via legal amendment. Assessment by business organisations
The act was adopted following extensive consultations, during which both the contracting authorities and the potential recipients could present their views. Consultation was also carried out within the Construction Management Working Group. Contact details of business organisation
— Statistical info
According to statistics kept by the Public Procurement Council, the proportion of public procurement contracts awarded to SMEs in 2008 increased both in number and value (by 8% and 7%, respectively) compared to 2007. Why is this measure a success?
— Lessons learned
— Measure inspired by the following Member State/Best project
Contact
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Közbeszerzések Tanácsa Fribiczer Gabriella, Margit krt. 85. 1024 Budapest Hungary E-mail : fribiczer.gabriella@ kozbeszerzesek-tanacsa.hu Website : www.kozbeszerzes.hu
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3. BUSINESS DYNAMICS: Easier bankruptcy procedures and business transfers
Businesses that close are a normal phenomenon in a dynamic and healthy economy – 50% of new companies do not survive for longer than 5 years. But the related bankruptcy procedures are cumbersome. And even though only 4–6% of bankruptcies are fraudulent, businesses and entrepreneurs that fail – whatever the reason – have a bad image in most countries. As a result, failed entrepreneurs often hesitate to make a new start, even though evidence suggests that the companies of re-starters grow faster and are more likely to survive. That bad image may also deter potential entrepreneurs from taking the plunge. Following the adoption of the Small Business Act for Europe in 2008, EU countries were asked to take steps to improve the situation. This guide gives an overview of what they have done to help entrepreneurs make a new start. More info can be found at the 2nd chance portal. http://ec.europa.eu/enterprise/entrepreneurship/sme2chance/index_en.html
In the coming years some 690,000 businesses – providing 2.8 million jobs – will need to be handed over from a generation of ageing entrepreneurs to their successors. Successfully transferring a business presents an enormous challenge including: • carrying out the related legal proceedings • means-adjusting the business so that it is attractive for a successor • passing on the knowhow to run the business • building relationships between new management and clients, suppliers and employees. Financially speaking, transferring an established business can be more demanding than starting one from scratch. Material and financial assets have to be paid for. A successful transfer requires timely preparation and expert advice. This guide gives an overview on policy measures in EU countries to make such transfers easier. Further information can be found at: http://ec.europa.eu/enterprise/entrepreneurship/transfer_en.htm
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3.1 Destigmatisation of Bankruptcy Description
The statutory period for bankruptcy has been reduced from 3 years to 1 year based on the presumption that the majority of bankruptcies are matters of misfortune rather than misbehaviour. This measure is balanced by a new regime of restrictions to identify the minority of cases where the debtor’s behaviour merits a more severe restriction. Objectives
To reduce the stigma of bankruptcy and to encourage a “fresh start”. Target group
All personal insolvencies – in Scotland this includes sole traders, partnerships and other unincorporated businesses. Start date
End date
Other information
01/04/2008
Measure open-ended.
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Communication strategy
Widely publicised in press and in public debate during passage of the Bankruptcy and Diligence Act 2007(Scotland). Assessment by business organisations
Evidence from stakeholders is collected in volume 2 of the Report of the Enterprise and Culture Committee at http://www. scottish.parliament.uk/business/committees/enterprise/reports-06/ecr06-07-Vol02.htm Contact details of business organisation
We intend to do an evaluation on the reforms. This will include an invitation to the stakeholders who contributed to the Bill to submit evidence on the reforms’ impact on businesses. Statistical info
Research sponsored by the UK Insolvency Service demonstrates that liberalising bankruptcy law has a pronounced positive effect on levels of entrepreneurship. (J Armour and DJ Cummings, “Bankruptcy Law and Entrepreneurship”, American Law and Economics Review 10.2 (2008)). Why is this measure a success?
The measure reduces social burden of bankruptcy on self-employed and small partnerships, and encourages the principle of a “fresh start”. Lessons learned
We had to address public and media perceptions that measures for earlier discharge of debtors is too lenient. We found it helpful to draw comparisons with the introduction of similar measures in England and Wales.
Contact Accountant in Bankruptcy Sharon Bell, Head of Policy Development, Pennyburn Road KA13 6SA Kilwinning United Kingdom
Measure inspired by the following Member State/Best project
This measure followed similar reforms introduced in England and Wales under the Enterprise Act 2002.
E-mail : sharon.bell@aib.gsi.gov.uk Website : www.aib.gov.uk
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3.2 Debt restructuring & insolvency assistance for SMEs Description
SME’s on the brink of insolvency benefit from a number of schemes to have their business situation analysed for possible turnaround options and from a number of financial resources related to social benefits. However, insolvency schemes are fairly complicated and might not be applied appropriately in smaller localities because know-how is missing. As a pilot project, a service desk was established in the province of Friesland to which all municipalities can delegate their insolvency support. The municipalities pay a modest fee for the outsourcing of their support to the service desk. The service desk is financed in part by these fees, in part from fees paid by entrepreneurs if their business is indeed salvaged and in part from a national fund for the work done on financial analysis. Objectives
The practice seeks to assisst municipalities in insolvency support to SMEs by establishing a specialised service desk on the topic. Target group
SME’s in financial difficulties. We hope that the pilot project established in Friesland encourages other local authorities to set up similar service desks for their own region. Start date
End date
Other information
01/01/2004
Measure open-ended.
—
Communication strategy
— Assessment by business organisations
Best to contact one of the many service desks in the Netherlands via websites like: http://www.myoffice.nl/gids/Stichting_Schuldhulpverlening_Voor_Ondernemers.html http://www.florijnshvo.nl/ Contact details of business organisation
— Statistical info
— Why is this measure a success?
— Lessons learned
— Measure inspired by the following Member State/Best project
—
Contact Ministry of Economic Affairs Jeannine de la Bursi, Bezuidenhoutseweg 20 2500 EC The Hague The Netherlands E-mail : j.s.h.delabursi@minez.nl Website : http://www.florijnshvo.nl/; www.minez.nl
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3.3 Restructuring procedure Description
Restructuring law that enables owners of companies facing financial difficulties to appeal to the court for protection against creditors’ claims while they draw up a restructuring plan. This makes it possible for the companies to avoid the problems created by bankruptcy. A pre-bankruptcy procedure has been created, to give companies time to sort out their troubles. The procedure is an addtitional option for avoiding bankruptcy, but it should not be considered as a guarantee against it. Objectives
To give the company a new chance to continue doing business after restructuring and to avoid bankruptcy. Target group
Companies that are facing difficulties, but have the potential to survive. The target group is about 10% of those companies for which the bankruptcy procedure has been launched. Start date
End date
Other information
26/12/2008
Measure open-ended.
—
Communication strategy
Press release. Legal act published in the state Official Journal Riigiteataja (www.riigiteataja.ee). Assessment by business organisations
No feedback yet because the procedure has just been created. Contact details of business organisation
— Statistical info
It is estimated that restructuring measures could save around 800 jobs a year. The minimum direct benefit for the country would be €1.3m. Why is this measure a success?
So far no restructuring procedure has been finalised but it is certain that an additional option for companies has been created. Lessons learned
No problems have risen so far. Measure inspired by the following Member State/Best project
Restructuring procedures in Germany, Switzerland, Finland and Austria have been used as models.
Contact Justiitsministeerium Indrek Niklus, Tõnismägi 5a 15191 Tallinn Estonia E-mail : indrek.niklus@just.ee Website : www.just.ee
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Good practice selection 2009
3.4 Prêt de Reprise Description
This new financial instrument is a loan to finance assets within the framework of a business transfer. The business being transferred must be an SME, and 15% of own funds are required to finance the transfer. All expenses and costs are eligible, the minimum loan is €5000. The “prêt de reprise” may not exceed 40% of the eligible amount and may not exceed €250000. The normal period for the loan reimbursement will be between 10 and 14 years, taking into account which assets are part of the business transfer. Objectives
To make financial funds available so that businesses may continue to exist once their owner has retired. Target group
SMEs from various sectors, mainly commerce and crafts. Start date
End date
Other information
15/04/2009
Measure open-ended.
—
Communication strategy
Press conferences and advertising in professional media. Assessment by business organisations
Business organisations have reacted very positively to this new instrument. Contact details of business organisation
Gérard EISCHEN, Membre du Comité de Direction de la Chambre de Commerce, Luxembourg, gerard.eischen@cc.lu; Marc GROSS, Sous-Directeur Chambre des Métiers,Luxembourg, marc.gross@cdm.lu. Statistical info
Not yet available. Evaluation is foreseen on a yearly basis. Why is this measure a success?
Business transfers are one of our country’s most important issues. Lessons learned
Technical aspects played an important role, and the objective was to keep the system as simple as possible. Measure inspired by the following Member State/Best project
—
Contact SNCI Emmanuel BAUMANN, Bvd Royal 6 2937 Luxembourg Luxembourg E-mail : emmanuel.baumann@cmt. etat.lu Website : —
Good practice selection 2009
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3.5 Business succession checks “Nachfolgecheck” Description
“Succession checks” shall help business owners intending to sell their business to show potential buyers that their business is sound. An independent advisor analyses the business’s strengths and weaknesses, covering all areas from the business model to the accounting system used and the balance sheet. His report reveals the shape the business is in and possible room for improvement. The report gives potential buyers an idea of the challenges and opportunities awaiting them. Businesses that have been through a succession check are displayed separately in the businesses-for-sale advertisements. Objectives
Making it easier for owners to sell their businesses, and thus helping existing SMEs to survive. Promoting the idea of taking over a business as an alternative to starting one from scratch. Target group
1. Business owners looking for someone to take over their business 2: Young entrepreneurs wanting to take over a business instead of setting up one from scratch. Start date
End date
Other information
01/01/2008
29/05/2009
—
Communication strategy
Succession checks are advertised on the Gründer-Service start-up site (www.gruenderservice.at) and the Nachfolgebörse businesses-for-sale site (www.nachfolgeboerse.at). Assessment by business organisations
— Contact details of business organisation
— Statistical info
The first succession checks are currently underway. Why is this measure a success?
It allows business owners to demonstrate the soundness of their business. Potential buyers get an objective appraisal of the business. Lessons learned
Contact Wirtschaftskammer Österreich Gründer-Service Gerlinde Seidler, Wiedner Hauptstraße 63 1045 Wien Austria
A suitable way of presenting businesses to potential buyers had to be found, assuring that all information could be clearly presented. Measure inspired by the following Member State/Best project
No.
E-mail : gerlinde.seidler@wko.at Website : www.nachfolgeboerse.at; www.gruenderservice.at
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Good practice selection 2009
3.6 Kit.Brunello.System “KBS” Description
KBS is a set of tools for managing business transfers, including: 1. awareness raising by newsletter and seminars; 2. training and a manual on transfers; 3. analysis tools - quick self-check and questionnaires with personalised profiles; 4. monitoring - viability checks and mentoring; 5. territorial monitoring of the status of SMEs, including statistics. Objectives
To make businesses aware of the need for timely planning of the transfer and to assist them throughout the process. Target group
Entrepreneurs, business transfer experts, business organizations etc. Start date
End date
Other information
15/07/2006
Measure open-ended.
—
Communication strategy
Encouraging business organisations to apply KBS in their territory. Assessment by business organisations
KBS has been welcomed by business organisations that make our tools available to their members. The special focus on transfering micro, small and medium-sized businesses means the tool is potentially transferable to all European countries. The system is easy to use online or off-line. The data collection and processing functions enables institutions to carry out territorial monitoring. Contact details of business organisation
Unioncamere del Veneto, Mrs. Holland, erica.holland@eurosportelloveneto.it; Confartigianato Veneto, Mr. Scaggiari, g.scaggiari@vi.artigianinet.com; Statistical info
Over 2700 Italian and European addresses identified; 30 seminars, often accompanied by a Quick Self-Check; over 300 recent downloads of our questionnaire. Why is this measure a success?
The right combination of ICT tools and face-to-face approach. By participating in numerous transnational projects, we have learned that there is a need to assist SMEs in the transfer phase and offer effective tools. We also participate in the national group of experts on family-run businesses/business transfer coordinated by the Ministry for Economic Development to facilitate the exchange of experience. Lessons learned
Since awareness about business transfer is still very low, KBS includes awareness-raising tools, which also take into account psychological and relation-specific aspects, often neglected by experts. Measure inspired by the following Member State/Best project
Best Project 2001. The tools can be used by any country. In 2006 NHO, Norway’s National Industry Association, made KBS available to its members (Confederation of Norwegian Enterprises, Kristian Skjølaas, firmapost@nho.no).
Contact StudioCentroVeneto sas Antonio Brunello, Via G. Imperiali, 77 36100 Vicenza Italy E-mail : info@studiocentroveneto.com Website : http://www. studiocentroveneto.com
Good practice selection 2009
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3.7 Master 2 Family Business Governance Description
Master 2 GEF helps students familiarise themselves with all the issues that family businesses have to face, and master tools and techniques for managing them, i.e. strategy, finance, legal aspects, human resources and globalisation. Master 2 sets out to promote the exchange of information and skills between professionals. The idea is to supply new knowledge and build on experience. Objectives
To train managers and executives in family businesses and family-business advisors. To provide support with starting, transferring or taking over a family business. Target group
Managers and executives in family businesses and family-business advisors. Open to students with a Master 1 diploma in management, law, economics or equivalent diploma. Start date
End date
Other information
01/10/2006
Measure open-ended.
—
Communication strategy
University website, student guides and word of mouth. Assessment by business organisations
— Contact details of business organisation
— Statistical info
On average there are some 40 applicants, of which about 15 are accepted. Some applicants have non-French qualifications. Why is this measure a success?
Success factors are: a strong theoretical knowledge of family-business issues and the involvement of family-businesses professionals. The long-term informal partnerships established with local family business as well as the willingness of professionals to give presentations of their business testify that this type of training is of real interest for family businesses. Lessons learned
Contact Institut d’Administration des Entreprises (IAE) Pr Gérard HIRIGOYEN, Ms Céline BARREDY, Université de Bordeaux IV, 35, avenue Abadie 33072 Bordeaux Cedex France
This course should also be open to employees, as part of their ongoing vocational education. However, there is only one partnership exploring this option, because Master 2 is relatively young and there is no dedicated communication budget. Measure inspired by the following Member State/Best project
This type of education programme can be transferred to other countries. It would be interesting to establish partnerships with similar training porgrammes in other EU countries.
E-mail : celine.barredy@u-bordeaux4.fr Website : http://www.iae-bordeaux.fr
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Good practice selection 2009
4. FOSTERING CREATIVITY IN ENTREPRENEURSHIP
Europe’s small businesses face increasing competition from companies all over the world. In this situation, creativity and innovation have become an important competitive factor which – if skilfully applied - could substantially contribute to attaining the Lisbon goals of more growth and better jobs. Also the creative industries and the cultural sector are of high socio-economic importance for the Member States. Museums, theatres, TV, radio, video, design, architecture, music and many other forms of cultural life account for 2.5% of European GDP and 3% of jobs. Prospects in this field open up potential for many more artists and creative people to start their own business. Yet to fully tap into this entrepreneurial resource, special incentives and training opportunities are needed. This chapter introduces some measures which could foster this process. The selected cases range from special entrepreneurial training sessions to competitions and practical exercises. Some offer unique and creative combinations of different elements and are in themselves already good examples of creative and innovative thinking.
Good practice selection 2009
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4.1 Entrepreneurship in creative industries, University Seminar Description
Over 70 % of students at Linz’s University of Fine Arts and Industrial Design see themselves as entrepreneurs, a survey found. An entrepreneurship education seminar was therefore developed for especially for them. The seminar supports them in planning ahead for the day they set up their own business. Up to eight lecturers (consultants, entrepreneurs and scientific staff ) cover topics such as business planning, intellectual property rights and support infrastructure especially in the field of creative services. Students, alumni and staff can attend. Initially funded by a local business incubator, the project was so well received that it is now funded by the university. Objectives
To foster an entrepreneurial mindset among art and design students. Target group
Students from all faculties of Linz’s University of Fine Arts and Industrial Design who are interested in starting a business. Start date
End date
Other information
01/03/2006
Measure open-ended.
—
Communication strategy
Posters, e-mails and word-of-mouth promotion. Assessment by business organisations
This seminar was initiated and is still supported by the Upper-Austrian academic business incubator (tech2b founder center Linz). Contact details of business organisation
Wirtschaftskammer OÖ (Chamber of Commerce Upper Austria), Mag. Irmgard Müller, Linz, irmgard.mueller@wkoo.at; tech2b Gründerzentrum GmbH, CEO Mag. Markus Costabiei, Linz, office@tech2b.at. Statistical info
One of the most popular seminars at the university, with some 300 students taking part and more than 40 business ideas discussed. Why is this measure a success?
Students are motivated to take part because they are aware of the importance of self-employment. The seminar focuses on practical problems and addresses the specific needs of fine-arts students, who can pursue their own business ideas within the course. Initially optional, the course proved so popular it has now been made compulsory. Lessons learned
Contact Johannes Kepler University Linz Prof. Dr. Norbert Kailer, Freistaedter Strasse 315 4040 Linz Austria
The course has to target the peculiarities of entrepreneurs and start-ups in the creative industry, which is sometimes difficult for lecturers from a high-tech business background. Using experts for the respective fields raised the quality of the course substantially. The course has been redesigned several times, based on evaluation and feedback. Measure inspired by the following Member State/Best project
—
E-mail : norbert.kailer@jku.at Website : www.iug.jku.at
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Good practice selection 2009
4.2 Cré Active Toi Description
Cré Active Toi is a 2.5 day training program in creativity for students of secondary school and higher education. During the theoretical part, students are introduced to the tools of creativity. For the practical part, an entrepreneur comes into the classroom to present a problem he faces in daily management. The students will then apply the creative techniques they have just learnt and recommend the best solutions to the entrepreneur. We also propose a preparatory teacher training programme in creativity. Objectives
To train students in creativity, teamwork, communication and self-confidence. To offer entrepreneurs creative ideas developed by students. Target group
Students. SME managers wishing to have an outside look on one of their business problems. Start date
End date
Other information
01/01/2008
31/08/2009
A first experimental phase took place in 2005.
Communication strategy
Promotion by the Agence de Stimulation Economique, in charge of promoting entrepreneurship in schools and by the BIC Héraclès which makes direct contacts with the schools. Assessment by business organisations
“I am very satisfied with the ideas from the students. The students were confronted with a real problem, rather different from the textbook cases which they have to resolve usually. They were very motivated to reach concrete results. The programme is offering a new vision for a small company like mine. I took a lot of pleasure to participate in this project.” Daniel Verplaetse, DVL&K. Contact details of business organisation
DVL&K, Mr. Verplaetse, Gilly, daniel@dvline.be, www.dvline.be. Hydro-Chic, Mrs Van de Werve, Villers-Perwin, bernadette@ hydro-chic.com, www.solucalc.com. Statistical info
600 students and 23 companies participating since 2008. Budget for a 1 year programme: €40,000, of which €23,000 for trainer’s fees. We already have several bookings from schools for the school year 2009-2010. Once a school has agreed on a first session, usually further demands from that school are following. Why is this measure a success?
Teachers often complain about the lack of creativity of their students - Cré Active Toi helps them develop these skills. Small companies often have no time to solve certain problems - Cré Active Toi asks students to do this for them. The students are very satisfied to have done this training course and often ask to go further. Lessons learned
Success of the training depends largely on the high quality of the trainers (in our case they have more than 10 years experience). The “Boîte à Idées”, a simple tool to find original ideas by using creative techniques was found very helful. Measure inspired by the following Member State/Best project
—
Contact Business & Innovation Centre (BIC) Héraclès Chèvremont Philippe, Avenue Général Michel 1E 6000 Charleroi Belgium E-mail : phchevremont@heracles.be Website : www.heracles.be
Good practice selection 2009
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4.3 SEB Art of Business – a TV project “Worth a Million” Description
The SEB bank together with Northtown Technology Park, Lithuanian National Radio and Television, newspapers and the university of management and economics organized a television project for those considering starting a business. The project was the first such initiative broadcast on the national television of Lithuania. The main attention was given to meetings between a panel of well-known businessmen and selected teams. The 4 winners were awarded €290.000. Objectives
Encouraging innovative, technological or knowledge-based businesses. Stressing the importance of individual initiatives. Target group
Students, scientists, and spin-off ’s with a business idea but lacking support to implement it. Start date
End date
Other information
01/08/2007
18/06/2008
—
Communication strategy
Posters, newspaper adverts, website. Assessment by business organisations
The SEB bank which is the biggest commercial bank in Lithuania started this initiative. The panel and the SEB bank not only award the winners, but also give recommendations and practical support for their new business to be successful. This financial and practical support for the participants and winners are a strong and significant contribution to the Lithuanian business sphere. Contact details of business organisation
Ms. Brigita Mačiulytė, AB SEB bankas, Vilnius, brigita.maciulyte@seb.lt. Statistical info
The popular TV project attracted more than 1,000 new business ideas from applicants between 20 and 60 years old. 24 broadcastings on TV with some 113 000 viewers. The winners: Kęstutis Špokas - manufacture of exclusive upholstered furniture. Irmantas Jablonskas - soup restaurant. Jonas Klimantavičius - master service for householders. Dainius Padolinskis - Artonline gallery. Why is this measure a success?
The initiative has shown the demand for practical, professional and financial support and has created a great possibility for new ideas to be realised.
Contact
Lessons learned
Northtown Technology Park Tadas Armonas, J. Galvydzio str. 5 / Zygio str. 96 LT-08236 Vilnius Lithuania
Surveys are showing that while some 50 percent of Lithuanians would like to have their own business, not many of them actually realise their business plan. We will therefore continue this initiative and organise a national business-support project with training courses, lectures and meetings with experts and businessmen.
E-mail : info@smtp.lt
The TV programme “Dragon‘s Den”, which was shown in more than 30 countries.
Measure inspired by the following Member State/Best project
Website : www.sebverslomenas.lt; www.smtp.lt
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Good practice selection 2009
4.4 Gabinete de iniciativa joven Description
The Gabinete de Iniciativa Joven is a public company of the Regional Government of Extremadura promoting a creative enterprising culture through education and non-formal educational experiences. We develop skills such as creativity, cooperation, and leadership. Moreover, we are supporting enterprising young people to put their ideas into action, providing them with business and social projects and funding. Objectives
To design and try out creative methods. Target group
Young people from primary school to university who want to put an idea into action. Public or private organizations interested in trying out new methods. Start date
End date
Other information
16/11/2004
Measure open-ended.
—
Communication strategy
Communication campaigns. Our slogan is “Another way of seeing and doing things”. Assessment by business organisations
At the start of the project we had debates with key people in the region to analyse the goals and to apply their ideas to the project. Contact details of business organisation
Not available. Statistical info
940 initiatives presented by entrepreneurs, 303 projects supported, €2,603,209 of funding. 350 projects with some 3,500 pupils in secondary schools. Experimental programme “Imagine to venture” at primary level. Why is this measure a success?
The project is a radical experimental proposal from the public administration to redesign the services provided to citizens by incorporating an intangible value such as creativity. It involves teachers, development agents, policymakers and citizens. Lessons learned
At first, public administration was reluctant to change. The concept of innovation had so far been linked more to technology than to new working methods with creative people.
Contact
Measure inspired by the following Member State/Best project
The Experience Economy by Joseph Pine, www.strategichorizons.com/joePine.html; Social entrepreneurship to promote change, www.ashoka.org/
Regional Government of Extremadura Guillermo Varela Arjona, Palacio de Congresos y Exposiciones. Avd. Del Río s/n 06800 Mérida (Badajoz) Spain E-mail : guillermo@iniciativajoven.org Website : www.iniciativajoven.org
Good practice selection 2009
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4.5 Innovation club in the craft sector Description
In the “Innovation Club”, craft enterprises meet regularly to exchange experiences about innovation in management, marketing, and technical areas. Participants are invited from different sectors to promote the exchange of best practices between sectors. Every meeting is organised with a specific topic, e.g. creativity, financing or technology transfer. Topics are mostly of general relevance to all sectors, but the club can also discuss a sepcific innovation project of one of the members. Objectives
To share best practices on how to put into place an innovation strategy. Target group
Heads of craft enterprises in the sectors of machinery, construction, mechanics, food, fashion and health. Start date
End date
Other information
01/06/2007
Measure open-ended.
—
Communication strategy
The chamber of crafts first contacted enterprises that had already participated in innovation initiatives (training courses, innovation contest, studies etc). Assessment by business organisations
This club is the response to a need stated by the enterprises. Contact details of business organisation
Luxinnovation, Agence nationale pour la promotion de l’innovation et de la recherche, Mme Dehaeck, brigitte.dehaeck@ luxinnovation.lu; Entrepreneur G. Putz, Imatec sàrl, info@imatec.lu. Statistical info
The number of participants varies between 6 and 25. After 5 meetings, a core group of enterprises participates in all meetings. New ideas are generated and a group dynamic is now developing. The experience of similar clubs suggests that it will take at least 2-3 years for the club to be firmly established. Why is this measure a success?
If the members find they need additional services, e.g. national or international contacts, visits or meetings can be organised for them. Every session is followed by a drink to allow for networking. Lessons learned
Contact Chambre des Métiers du Grand-Duché de Luxembourg Christiane Bram, Circuit de la Foire Internationale 2 B.P. 1604 L-1016 Luxembourg-Kirchberg Luxembourg
Success factors: Treating subjects of direct concern to all the participants from the different sectors. Motivating participants to share positive and negative experiences, helping them overcome potential competition. The number of participants should be limited to ensure effective discussions. Measure inspired by the following Member State/Best project
Before launching this idea, Luxinnovation made a benchmarking study of similar projects in other European countries (e.g. France, Germany). Similar projects exist but are not specifically dedicated to the crafts sector.
E-mail : christiane.bram@cdm.lu Website : www.cdm.lu
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Good practice selection 2009
4.6 Contest - Entrepreneurial Creativity in Tourism Description
The measure is a competition for tourist and tour operator training firms from secondary schools to prepare an entertainment programme for tourists. The task is assigned by a real tourist company, which will evaluate the performance of the training firms. The prize is awarded during the annual training firms fair TF FEST. Prize-winning pupils can do an internship with the real company, after which they may be offered a job. Objectives
Support for pupil-oriented initiatives by small businesses aimed at training and recruiting personnel in their field. Fostering pupils’ creativity and rewarding them for their entrepreneurship. Creating strong links between business and education. Target group
Pupils between 16 and 19 being trained in tourist and tour operator training firms. Start date
End date
Other information
01/02/2007
Measure open-ended.
—
Communication strategy
Website, annual training firm fairs involving business representatives and NGOs, meetings with employers and trade associations. Assessment by business organisations
The competition, the internships and the development of relations between tourist companies and pupils are evaluated by the Bulgarian Business Leaders Forum and the Bulgarian Centre of Training Firms. Contact details of business organisation
Mr Ognyan Blagoev, Miel Travel Sofia, office@miel.travel. Mr. Stamen Tasev, Bulgarian Business Leaders Forum, Sofia, office@bblf.bg. Statistical info
Two competitions held; participation of 20 training firms with 300 pupils per year. 4 internships at Miel Travel – 2 pupils continue to work there. Why is this measure a success?
The measure supports small and family-run tourist business initiatives to select and train future staff without work experience but with knowledge and motivation for work. The measure stimulates the pupils’ initiative, entrepreneurship and creativity. Lessons learned
We work on involving small businesses from other sectors and from the whole country in the initiative. They would set tasks from their own sector and offer pupils internships with them. We have also designed the project “Business class”, where businessmen discuss with pupils from training firms concrete real-world examples, innovative solutions and market innovations. Measure inspired by the following Member State/Best project
—
Contact Bulgarian Center of Training Firms Mrs. Dariya Mavrudieva, 1 Rozova Dolina St., POB 50 1421 Sofia Bulgaria E-mail : info@buct.org Website : www.buct.org
Good practice selection 2009
31
4.7 National competition “Cup of Ideas” Description
The national competition “Cup of Ideas” started in 2007 as a way of bringing knowledge and skills to the authors of innovative ideas, to further develop their business plans. Every participant receives an individual evaluation of his/her business idea and business plan as well as recommendations from experts in order to improve their business concept. For particularly highquality entries, the participants can also receive start capital. Business contacts are an additional benefit for the participants. Objectives
To encourage people to start their own business and to promote economic growth in Latvia. Target group
Any Latvian citizen interested in becoming an entrepreneur. Start date
End date
Other information
01/01/2007
Measure open-ended.
annual competition with a duration of 6 months
Communication strategy
Articles in the largest daily newspapers and business newspapers. Interviews with participants in the project, TV broadcasts on national television. Assessment by business organisations
Many partners have asked for this project to continue. The number of partners has grown from 50 in 2007 to 70 in 2008. Letter of support e.g. received from Mr Modris Ozoliņš, Director of the Latvian–Norwegian professional MBA programme “Innovation and Entrepreneurship”, Riga Technical University, Modris.ozolins@rtu.lv. Contact details of business organisation
Institute for Innovative Solutions, www.innovationhub.lv, Mr Uldis Cimdiņš, uldis.cimdins@gmail.com; Weekly journal “Lietišķā Diena”,www.ldiena.lv, Ms Marta Rībele, Marta_Ribele@diena.lv. Statistical info
More than 500 participants submitted 376 business ideas (40% more than in 2007), of which 104 were selected for the second round. 70 experts and mentors are involved in evaluation and mentoring activities in connection with the competition. At the moment about 10 business ideas are implemeted, most of them technologically intensive. At least 25% of the business plans submitted represent a potential for knowledge and technology intensive businesses. Why is this measure a success?
High interest among partners and society in general to improve opportunities for starting up a business in Latvia. Lessons learned
Contact Investment and Development Agency of Latvia Vita Brakovska, Perses St.2 LV-1442 Riga Latvia
It took some time to convince people to take part in the competition. Measure inspired by the following Member State/Best project
—
E-mail : Vita.Brakovska@liaa.gov.lv Website : www.liaa.gov.lv
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Good practice selection 2009
5. FOSTERING WOMEN’S ENTREPRENEURSHIP
According to EUROSTAT, female entrepreneurs today represent on average just 30% of all entrepreneurs in the EU. Such unused potential could be a source of new jobs and growth and should therefore be encouraged. Women still face specific difficulties setting up and running businesses, especially inadequate/ inflexible childcare arrangements, family obligations and limited access to networking. Based on the Commission’s Communication on the Small Business Act, DG Enterprise and Industry is working to promote female enterprise and a business environment that helps women create and grow companies. Successful promotion and support programmes should consider the specific needs of female entrepreneurs. This chapter presents a number of good practices from EU member countries that are supporting women entrepreneurs. For more information, see: http://ec.europa.eu/enterprise/entrepreneurship/support_measures/women/wes.htm
Good practice selection 2009
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5.1 Women’s Enterprise Ambassadors Description
Entrepreneurship is still often thought to be a male vocation. The Women’s Enterprise Ambassadors initiative wishes to change this. The Government has nominated 880 female entrepreneurs to inspire others, tell their story and share their experiences as entrepreneurs. To reflect the wide scope of women’s businesses, the criteria for chosing the ambassadors included their line of business, the size and age of their business, the number of employees and a good geographical spread. Objectives
To make more women consider entrepreneurship as a career option. Target group
Women entrepreneurs and potential women entrepreneurs. Start date
End date
Other information
26/03/2008
31/12/2009
—
Communication strategy
The ambassadors are active in their own home town/region. Each ambassador is expected to make at least four visits per year, for example in schools or different networks. They can also contact the media. To facilitate the ambassadors’ communication with each other we have created the web portal “Ambassaden”. Assessment by business organisations
— Contact details of business organisation
— Statistical info
Following our call, we received more than 1 600 expressions of interest. Most potential ambassadors came forward of their own initiative, around 300 were nominated by someone else. Why is this measure a success?
The programme puts women’s enterprises in the spotlight in a simple and effective way. The women entrepreneurs show that entrepreneurship can be a good alternative to traditional employment. The ambassadors themselves get access to a unique network of fellow ambassadors all over Sweden. Lessons learned
The project has received considerable media attention and traffic on the ambassadors’ website has been very high. This way, in addition to promoting a good cause, the ambassador role has given the participants the opportunity to promote their own businesses in national, regional and local media.
Contact Nutek Gunilla Thorstensson, Box 4044 102 61 Stockholm Sweden
Measure inspired by the following Member State/Best project
This measure was inspired by the UK’s Women’s Enterprise Ambassadors project.
E-mail : gunilla.thorstensson@nutek.se Website : http://ambassaden.nutek.se; www.nutek.se
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Good practice selection 2009
5.2 National agency for female start-ups: activities and services “BGA” Description
The national agency for female start-ups (bga) is a nationwide one-stop shop for information, training and networking possibilities for women entrepreneurs. It offers advice to women starting up or taking over businesses, drawn from the knowledge and experience of over 1,500 experts. Through its regional representatives in all 16 Bundesländer it acts as a central platform for key players from the political, business, academic and public sectors. The organisation is jointly sponsored by three federal ministries (FM): the FM for Education and Research, the FM for Family, Senior Citizens, Women and Youth, and the FM for Economy and Technology. Objectives
Mobilising the economic potential of women entrepreneurs. Target group
Female start-ups, women entrepreneurs, women business successors. Start date
End date
Other information
01/01/2003
28/10/2010
—
Communication strategy
Monthly press releases, newspaper articles, radio, TV, internet. Approximately 100 awareness-raising events a year. Assessment by business organisations
All relevant business and stakeholder organisations (such as VDU, DIHK, ZDH etc.) helped establish the bga’s structure and activities. The service received a broad welcome and the reactions of the target groups were very positive. The bga is constantly expanding its cooperation with business organisations. Contact details of business organisation
Verband deutscher Unternehmerinnen (VdU) e.V.,Berlin, www.vdu.de. Statistical info
9,355,000 visitors to the bga portal, 4,200 first time advice, 3,500 event announcements, 2,600 participants at the bga events, 320 cooperation events and participations in fairs, 210 studies. Why is this measure a success?
The main benefit of the bga is that it increased the acceptance of women entrepreneurs in business organisations. Use of e-tools: e-training for new women entrepreneurs, e-mentoring and e-consultancy. Lessons learned
— Measure inspired by the following Member State/Best project
—
Contact bundesweite gründereinnenagentur (bga) Kronenbitter, Iris, Willi-Bleicher-Str. 19 70174 Stuttgart Germany E-mail : Iris.kronenbitter@gruenderinnenagentur.de Website : www.gruenderinnenagentur.de
Good practice selection 2009
35
5.3 Enterprising Women in the East of England Description
Enterprising Women is a virtual business community for women starting or growing a business. It has an on-line community of over 5000 members, made up of pre- and post-start companies. The founding members successfully run their own businesses and bring first hand experience of the challenges and thrills of starting and growing a business. Women ambassadors write articles in local newspapers, talk to pupils, set up peer-support networks and mentor others in business. Objectives
To enhance social inclusion and wealth for women and regional economic performance. Target group
Women in the East of England, particularly those in the remote rural areas who find it difficult to attend centres in person because of limited transport, child-care needs and the geographic dispersal of the support specialists. Start date
End date
Other information
01/01/2006
Measure open-ended.
—
Communication strategy
Virtual network membership, website and newsletter. Assessment by business organisations
“Sharing experiences and getting the appropriate information is invaluable when starting your own company.” (Sally Aspinall, Cerebral Palsy Physiotherapy Centre Ltd.) Sally set up her company to help her daughter and others with cerebral palsy. Since she wasn’t able to find suitable support in the UK she went to search for help in Poland. Sally stayed in Poland for three monthlong sessions and then decided to bring the therapy over to the UK. She joined Enterprising Women to help others to start their own business. Contact details of business organisation
Sally Aspinall, info@cppcltd.co.uk, +44 7905 539 212. Statistical info
71 businesses with 185 jobs created. 772 businesses helped to improve their performance. 1105 people assisted in skills development. Why is this measure a success?
Contact
The programme has exceeded all of its targets, such as businesses and jobs created, training days delivered and the number of beneficiaries. Research shows that women tend to work better and feel more confident in a mixture of formal and informal environments, which is exactly what we offer.
East of England Development Agency (EEDA) Yvona Brandstatterova, Station Road, CB24 9LQ Histon United Kingdom
At the beginning, the challenge was to decide whether to establish a physical or virtual women’s business centre. Due to the geography of the region and transport issues we opted for the virtual centre. Our current challenge is to make the network self-sustaining: we will charge membership fees soon. This might lead to an exclusion of potential or existing members.
E-mail : yvonabrandstatterova@ eeda.org.uk
Lessons learned
Measure inspired by the following Member State/Best project
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Website : http://www.enterprisingwomen.org; www.eeda. org.uk
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Good practice selection 2009
5.4 Action plan to encourage women to become entrepreneurs Description
In 2008, seven Norwegian Government ministries signed an action plan to promote entrepreneurship among women. The Action Plan consists of 12 measures, including enhanced rights to maternity and parental leave for the self-employed, increased grants to micro credit-projects and a research programme to improve womens’ awareness of entrepreneurship. Research has shown that in 2007 female entrepreneurs received only 19 percent of all grants awarded by Innovation Norway. Therefore, the AP also identifies women entrepreneurs as a target group for funding in research and innovation. Objectives
The target of the Action Plan is for women to represent 40% of entrepreneurs by 2013. Target group
Women. 60% of students at Norwegian universities are women, but women only represent one-third of those starting their own business, and only one-sixth of entrepreneurs running private limited companies. Start date
End date
Other information
01/01/2008
31/12/2013
—
Communication strategy
A focused strategy. Documentary movie with successful female entrepreneurs. Assessment by business organisations
The Action plan presents examples of successful female entrepreneurs who were invited to share their experiences, e.g. Siri Kobberrød (Sæterstad Gård AS) and Edel Elvevoll (Fortuna Oils AS). To ensure commitment from the public support system, Innovation Norway and the Norwegian Research Council were also members of the Action Plan reference group. Contact details of business organisation
Norwegian Research Council, Hanne Mari Førland, hmf@forskningsradet.no; Innovation Norway, Anne Marie Kittelsen, anne. marie.kittelsen@innovasjonnorge.no. Statistical info
The GEM report 2008, available from Eirik Pedersen, ep@kpb.no, will evaluate the effects of the Action Plan. An interim report already shows significant improvements in the defined measures. Why is this measure a success?
The action plan, signed by seven Ministries, has broad political support. It has a definite and time-specific goal and 12 specific measures. The AP is initiating a research programme to improve the awareness of entrepreneurship among women. The insights from this research programme will be decisive when designing future policies aimed at enhancing female entrepreneurship. Lessons learned
Elaborating measures to target women specifically, especially public sector programmes, in line with international/ESA standards. Measure inspired by the following Member State/Best project
—
Contact The Norwegian Ministry of Trade and Industry Johanna Ellefsen Rostad, P.O. Box 8014 0030 Oslo Norway E-mail : johanna-ellefsen.rostad@ nhd.dep.no Website : www.nhd.no
Good practice selection 2009
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5.5 Going for Growth Initiative Description
Since research indicates that role models have a positive impact on encouraging early stage entrepreneurship, Enterprise Ireland has organised a series of 8 roundtables with 8 participants to provide support to female entrepreneurs. Peer support was offered under the direction of a lead entrepreneur who is running her own business. Each applicant was aksed to identify three barriers that posed a challenge in growing the business and to indicate how she considered that the initiative would benefit her and her business. The initiative was co-supported by the NDP Gender Equality Unit with EU funding. Objectives
Creating a forum to support women starting and growing their own business. Target group
Women starting and growing their own business. Start date
End date
Other information
10/02/2007
Measure open-ended.
—
Communication strategy
The roundtables were concluded with a National Forum in Kildare. Assessment by business organisations
“The initiative provides an excellent opportunity for entrepreneurs planning to grow their businesses. It strongly involved the participants, with firm leadership from the Lead Entrepreneurs. The key to success was the management, the focus on good topics and the good communication among participants. I hope that the initiative will be expanded into other countries. This way participants can learn from each others’ experiences and perhaps do business with each other.” Martina Minogue, eTeams (Lead Entrepreneur). Contact details of business organisation
Paula Fitzsimons, Founder & MD of Fitzsimons Consulting and National Director of Going for Growth, paula@goingforgrowth.eu. Statistical info
57 entrepreneurs participated in the pilot programme, with 80% of businesses having been set up since 2000 and currently employing less than five people. Why is this measure a success?
Contact Enterprise Ireland, Entrepreneurship And Regional Development Brendan Flood, 4500 Atlantic Avenue, Westpark - Shannon Ireland E-mail : brendan.flood@enterpriseireland.com
The programme was considered a great success by participants and lead entrepreneurs alike. Participants felt that being an owner/manager could be a very isolating experience and that meeting individuals in similar situations had been rather stimulating. The initiative is more intensive than a regular networking event as participants interact with a mentor or ‘lead entrepreneur. Lessons learned
At present, many of the participants are still focused primarily on local markets. Our initiative is expected to bring a shift in this. Measure inspired by the following Member State/Best project
—
Website : www.goingforgrowth.com; www.enterprise-ireland.com
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Good practice selection 2009
5.6 Regional programme for women’s entrepreneurship Description
Regional programme for women’s entrepreneurship with 4 areas of activity: innovation, credit, networks and information. Workshop “Women entrepreneurs and professionals for innovation” and a common stand for entrepreneurs at the international exhibition for innovation in Bologna “Research to Business (R2B)” 2007; award for the most innovative women’s enterprise; local seminars. Objectives
Promoting the adoption of innovation systems and competitive development processes; highlighting innovative women’s entrepreneurship. Target group
Micro and small women’s businesses, professionals with projects to do with new scientific and/or technological know-how. Start date
End date
Other information
06/10/2007
30/10/2008
—
Communication strategy
Website, local presentation of the activities together with business representatives; interviews and publication of examples of excellence; call centre. Assessment by business organisations
Architect Federica Benfatti underlined the importance of the awards as an opportunity to get to know different businesses and create cooperation. Ilva Moretti considers the experience a good practice of institutional cooperation. Contact details of business organisation
Federica Benfatti, Architect, Bologna, fedebenatti@tin.it; Ilva Moretti, Regional coordinator of the women’s entrepreneurship committees of the Chambers of commerce, assistenza@assistenzapiacenza.191.it. Statistical info
Following the introduction of our measures in the past 5 years, women enterprises have grown by 5.3% in our region. Positive profitability indexes (production +15% in 2007, +15% cost of qualified personnel, +10% investment in R&D, industrial patents, intellectual property etc). 128 projects participating in the award (84 enterprises, 44 professionals. Average age 2934 years). Most innovative sectors: bio-building, bio-architecture and projects with high-tech content. Why is this measure a success?
The measure has increased the number of women entrepreneurs investing in regional R&D projects. For more details, see our statistical report “Women’s entrepreneurship in the region Emilia-Romagna: paths of development 2007”. Lessons learned
Female entrepreneurs still tend to invest less in innovation and research. It is therefore important to support women in sectors with a higher presence of technical and scientific skills and capacities (health, nanotechnologies, ICT). Measure inspired by the following Member State/Best project
No.
Contact Region Emilia-Romagna, Directorate for economic activities and development Morena Diazzi, Viale Aldo Moro, 44 40127 Bologna Italy E-mail : Mdiazzi@regione.emiliaromagna.it Website : www.ermesimprese.it\ imprenditoriafemminile; www.regioneemiliaromagna.it
Good practice selection 2009
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6. FOSTERING ENERGY EFFICIENCY IN SMES
SMEs are a main contributor to the goals in the EU’s 2008 climate action package: • 20% energy savings by 2020 • 20% reduction of CO2 emissions • 20% renewables in the energy mix by 2020 • 10% bio fuels in the transport sector by 2020 If SMEs use energy more responsibly and efficiently, they will not only save money but also have an impact on the image of their company as an energy- and environmentally-responsible company. Moreover, SMEs should be aware of the emerging business opportunities in related industries. More investment in new and better-performing technologies will ensure that companies actually make the leap from successful demonstration to effective application and eventual mass deployment. This brochure presents successful policy measures from EU member countries in this respect. As one of the major programs, the 2007-13 Intelligent Energy - Europe programme will fund projects that encourage the wider uptake of new and renewable energies and improve energy efficiency. It is part of the EU’s Competitiveness and Innovation programme and has a budget of €730 million, with special priority given to SME participation. SMEs can also get information on funding opportunities and the applicable laws from their local Energy Agencies and partners of the Enterprise Europe Network. For more information: www.managenergy.net; www.ec.europa.eu/enterprise-europe-network
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Good practice selection 2009
6.1 Cleantech Finland brand Description
In 2008, more than 100 of Finland’s leading cleantech firms set up a joint brand strategy. The “Cleantech Finland” brand supports Finland’s environmental business sector with the goal to build the country’s reputation as a leading cleantech supplier on the global market. The brand is owned by Confederation of Finnish Industries EK and financed by those organizations that have the right to use the brand (among others competence clusters in the energy and environmental sectors). Objectives
To raise Finland’s profile as the best-known cleantech country on potential markets by 2012 and increase awareness of Finnish enterprises amongst national and international stakeholders. Target group
Companies in industries like energy, waste management and recycling, management of water resources, biofuels, eco-efficient housing etc. Start date
End date
Other information
15/01/2008
Measure open-ended.
—
Communication strategy
Launch of the brand at the 2009 Delhi Sustainable Development Summit which brought together the world’s top environmental decision-makers. Finland’s President, Tarja Halonen, opened the event. Assessment by business organisations
See: http://www.sitra.fi/NR/rdonlyres/E95E8D33-4A85-40D6-AF42-57A61DCCE9A6/1055/FECC_Cleantech_Portfolio_42008.pdf
Contact details of business organisation
Confederation of Finnish Industries, Jukka.Koivisto@EK.fi, www.desinfinator.com, www.ehovoc.fi, www.vaisala.com, www.dekati.com, www.environics.fi. Statistical info
— Why is this measure a success?
The brand gives visibility to small and innovative firms operating in conjunction with bigger companies. Finland is not a big player on the market, but in some key areas of the cleantech sector, such as energy efficiency, water treatment and bioenergy, the country has top-level expertise in global terms. Since 2000, Finland has three times been ranked number one among 146 countries in environmental sustainability and performance (ESI index/World Economic Forum). Lessons learned
— Measure inspired by the following Member State/Best project
—
Contact Cleantech Finland / Finpro ry Santtu Hulkkonen, P.O. Box 358 00181 Helsinki Finland E-mail : Santtu.Hulkkonen@Finpro.fi Website : http://www.finpro.fi/en-US/ Finpro/
Good practice selection 2009
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6.2 Energy-Efficient Company Awards Description
An award scheme set up in 1996 to recognise energy-efficient businesses and projects and projects making efficient use of renewable energy sources. The competition is open to companies that have reduced their energy use and environmental load in the last 5 years through investments in energy efficiency or organisational measures. Objectives
Promotion of energy efficiency and efficient use of renewable energies in companies and projects. Exchange of good practices. Target group
Industry, services and public sector and represenatatives of apartment buildings with energy efficiency projects. Start date
End date
Other information
09/01/2009
20/04/2009
—
Communication strategy
Media coverage. Award ceremony during the Conference of Slovenian Energy Managers. Assessment by business organisations
“The Award for the Energy Efficient Company which we received is very important to us, since it enables us to communicate to our customers that we are an environmentally friendly company. Even though the company is constantly growing, we have managed to reduce the amount of energy used. At the same time we managed to cut related costs by 3% and CO2 emissions by 17%.” Ivan Hribar, CEO, Terme Snovik, Slovenia. Contact details of business organisation
Stane Merše, Head of Energy Efficiency Centre, Institute ”Jožef Štefan”, Ljubljana, stane.merse@ijs.si, www.rcp.ijs.si/CEU. Statistical info
In 2004 we launched a two-day seminar presenting and awarding best practices in the field of energy efficiency and efficient use of renewable energy sources. Over the years we have educated approximately 1100 participants, and the number of applicants is rising. Why is this measure a success?
Contact Newspaper Finance / Institute Jožef Štefan / Ministry of the Evironment and Spatial Planning Urška Kukovič (newspaper Finance), Dalmatinova 2 1000 Ljubljana Slovenia
The award gives financial incentives to companies preparing the best project in the field of energy efficiency and/or in the use of renewable energy sources. The project stimulates people from different branches (research institute, ministry, university and business) to cooperate in search of the best project. Lessons learned
At the outset, the awareness of projects that stimulate efficient use of energy was not very high and the number of applicants was small. By constant broad media coverage, we have increased the number of applications. Measure inspired by the following Member State/Best project
—
E-mail : urska.kukovic@finance.si Website : http://www.financeakademija.si/energetiki/
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Good practice selection 2009
6.3 Coordinated food distribution Description
Some Swedish municipalities have dramatically changed their transport of foodstuffs for day-care centres, schools, homes for the elderly etc.. Before, suppliers delivered their products to the individual entities themselves, which meant many transport movements. Now, transport and food are being purchased separately. Suppliers drive their products to a distribution centre from which all products are transported by one and the same distributor. This has considerably reduced transport movements to the public entities. Objectives
To development a more environment-friendly and secure transport system. More business opportunities for small suppliers. Target group
Suppliers and purchasers in the transport and foodstuffs sectors. Start date
End date
Other information
09/01/1999
Measure open-ended.
—
Communication strategy
Info on the website of the municipality of Borlänge (www.borlange.se). Assessment by business organisations
— Contact details of business organisation
— Statistical info
The distribution network consists of 125 local entities in 4 municipalities. The new sytem has reduced the number of lorry kilometres and related emissions. Why is this measure a success?
Several smaller local suppliers can now sell their products to schools and other local entities. Before, they had to deliver their goods themselves, and many did not have the resources to do so. This has led to a higher percentage of regional and organic foodstuffs being used and more competition. An important part of the new food distribution system is an electronic trade system, connected to the suppliers and distributors, through which the entities can order their food. Lessons learned
We only had three months to introduce the system. This was a relatively short time, but still the coordinated distribution quickly came up to speed. It can also be a good thing to implement changes within a short time span. We did not have time to think about everything that could have gone wrong. Measure inspired by the following Member State/Best project
—
Contact Borlänge kommun Anders Bringborn, Röda v. 50 78181 Borlänge Sweden E-mail : anders.bringborn@borlange.se Website : www.borlange.se
Good practice selection 2009
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6.4 Ecology grant Description
The Flemish government established in 2004 a scheme of ecology grants. Every year 3 calls for expressions of interest are organised for businesses with investment projects. Submitted proposals are evaluated and graded and the available budget for grants is divided among the best-rated investment projects. The amounts granted are calculated by taking into account the extra ecological costs involved for every component of the investment project. Objectives
To encourage businesses to make their production processes more environment-friendly and energy-efficient. Target group
Any SME in the Flemish region which is planning ecological investments is eligible. Start date
End date
Other information
01/10/2004
Measure open-ended.
—
Communication strategy
Newspapers, information meetings. Website with application forms. Assessment by business organisations
— Contact details of business organisation
— Statistical info
The vast majority of ecological investments are done by SMEs. Of all projects proposed, about 88% came from SMEs. During the first two calls, demand perfectly matched supply. Why is this measure a success?
All applications met the criteria and every applicant received a grant. After the first call, 240 businesses committed to investments worth €334.76 million. The second call resulted in grants to 251 companies, with ecological investments worth €391.44 million. Lessons learned
Contact Vlaamse overheid, Agentschap Ondernemen Tim Ampe, Koning Albert II-laan 35 bus 12 1030 Brussels Belgium
Because of the action’s success demand is by now far bigger than the available budget. So it has been decided to switch to a fixed amount per call. Measure inspired by the following Member State/Best project
The ecology grant scheme is inspired by similar actions in the Netherlands, the Milieu-investeringsaftrek and Willekeurige Afschrijving Milieu-investeringen, which are tax schemes for businesses investing in environment-friendly means of production.
E-mail : ecologiepremie@vlaanderen.be Website : www.vlaanderen.be/ ecologiepremie
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Good practice selection 2009
6.5 Energy Saving Scotland - small business loans scheme Description
The Energy Saving Scotland scheme provides SMEs with interest-free loans of between £1000 and £100 000 to invest in a variety of measures, including high efficiency electric motors, more efficient plant/machinery and a range of renewableenergy technologies. Before getting a loan, businesses receive an energy review carried out by an approved energy consultant. Any energy efficiency measures must pay for themselves in no more than 5 years - renewable energy technologies may take longer. Objectives
To help SMEs save energy and reduce their carbon emissions. Target group
Scottish SMEs with the exception of fisheries businesses. Start date
End date
Other information
08/12/2008
Measure open-ended.
Originally launched in 1999 as Loan Action Scotland
Communication strategy
Direct mailing, website with application form. DVD case studies. Assessment by business organisations
Harveys Ltd, Loanhead, specialised in the manufacture of stationary: “We have received two loans for the installation of a new heating system and roller doors. Installing suspended gas-fired air heaters has increased the efficiency of the factory heating, saving the company more than £4,300 a year and reducing our CO2 emissions by 52.3 tonnes. Consequently we installed automatic high speed roller doors reducing the amount of heat lost from the building saving 14.9 tonnes of CO2 and £1490 p.a..” Contact details of business organisation
Contact details can be supplied on request. Statistical info
So far, 234 loans have been provided to SMEs, worth over £4.8 million. In 2007/08 alone, a record 68 loans were offered, worth over £1.6 million and estimated lifetime carbon savings of 19,000 tonnes. Why is this measure a success?
Demand for loans is increasing year on year. Each loan has to be repaid within 4 years for energy efficiency measures and 8 years for renewable energy installations. Repayments go back into the scheme towards future loans. Lessons learned
—
Contact
Measure inspired by the following Member State/Best project
The UK Carbon Trust introduced a similar scheme later. Today we work in partnership to share best practice and re-evaluate criteria and conditions. This led to simplifying and halving the loan appraisal time to 5 working days.
Energy Saving Trust Matt Fraser, 3rd Floor, Ocean Point 1, 94 Ocean Drive EH6 6JH Edinburgh United Kingdom E-mail : matt.fraser@est.org.uk Website : www.energysavingtrust. org.uk
Good practice selection 2009
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6.6 Financial support of investments in energy savings Description
Under this scheme, grants are awarded to businesses investing in: cogeneration of electricity and heat, renewable energy sources (RESs), energy saving, and substitution of electricity or other conventional fuels with natural gas. The scheme was run as part of the “competitiveness” operational programme and co-financed by the EU, the Greek state and the private sector. Objectives
Ensuring the competitiveness of the economy and the availability of affordable energy. Promoting environmental sustainability and combating climate change. Reducing dependence on imports of primary energy sources. Target group
All businesses. The majority are SMEs. Start date
End date
Other information
07/11/2001
31/12/2008
—
Communication strategy
— Assessment by business organisations
— Contact details of business organisation
— Statistical info
129 Energy saving projects are being implemented. The annual primary-energy saving is expected to be 2 287 488.78 MWh and annual CO2 emissions are expected to be cut by 796 865.65 t. Why is this measure a success?
— Lessons learned
— Measure inspired by the following Member State/Best project
—
Contact Ministry of Development Dimitrios Alexopoulos, 119, Mesogeion Avenue 101-92 Athens Greece E-mail : alexopoulosd@ypan.gr Website : www.ypan.gr
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Good practice selection 2009
NB-BA-08-002-EN-C