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BULGARIA ECONOMIC FORUM Bulgaria on the EU road to 2020 3-4 December 2014

BULGARIA ECONOMIC FORUM Bulgaria on the EU road to 2020 3-4 December 2014 Proactive best practices against the crisis – Germany, Italy, Spain, Romania TANYA TRAYANOVA Head of International Cooperation Department. BULGARIA ECONOMIC FORUM Bulgaria on the EU road to 2020 3-4 December 2014

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BULGARIA ECONOMIC FORUM Bulgaria on the EU road to 2020 3-4 December 2014

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  1. BULGARIA ECONOMIC FORUM Bulgaria on the EU road to 2020 3-4 December 2014 Proactive best practices against the crisis – Germany, Italy, Spain, Romania TANYA TRAYANOVA Head of International Cooperation Department

  2. BULGARIA ECONOMIC FORUM Bulgaria on the EU road to 2020 3-4 December 2014 Proactive best practices against the crisis – Germany, Italy, Spain, Romania TANYA TRAYANOVA Head of International Cooperation Department

  3. Introduction • Type of best practice: Industrial Policy Name of best practice: Industrial Master Plan City Berlin 2010-2020 (Germany) • Type of best practice: Research, Development and Innovation Name of best practice: Delta Business Center (Spain) • Type of best practice: Clustering Name of best practice: Green Energy Innovation Biomass Cluster (Romania) • Type of best practice: Financial Policy Name of best practice: Gepafin (Italy) Conclusion BEST PRACTICES PRESENTATION

  4. INDUSTRIAL MASTER PLAN CITY BERLIN 2010-2020

  5. Industrial Master Plan City Berlin 2010 -2020 Policy plan to remove obstacles for Berlin’s growth and to ensure sustainable development in revenue and employment in Berlin’s industrial sector Creating a common and binding economic-political strategy through economy and politics is by

  6. Master Plan City Berlin 2010-2020 consists of a base for an active industrial policy Mission statement: support Berlin growth development in terms of creation of new jobs as well as increase of Berlin’s potential for innovation and its promotion Guidelines : Promote awareness of the importance of Berlin’s industrial sector Implement industrial policy as an interdisciplinary task Strengthen the innovative capability of Berlin’s industrial sector Promote integrated business location policy in the capital region promote business network in the business location of Berlin Utilize the diversity of the participants and promote dialogue Fields of activity: four fields of activities General conditions Innovations Labor force Location communication

  7. STAKEHOLDERS INVOLVED: Senate Department for Economics, Technology and Research

  8. RESULTS OBTAINED • The idea of Berlin as a location for industry has been reinforced and has reached a new dynamic, which forms the basis for the implementation of several further projects • The 2011 and 2013 trends report a general improvement of the economic situation: • Significant growth of Berlin industrial sector due to the Master Plan (736 enterprises, 106.500 workers) • Growth of the presence of Berlin’s products in the international market (Berlin’s profit of 23.3 billion euro, 55% generated abroad while in 1995 the profit generated abroad reached just 15%) • New jobs availability (in 2011 105.577 jobs while in 2007 102.943 jobs)

  9. CONCLUSION The implementation of similar measures has been proved successful in order to enhance the status of a region, so as to increase the number of companies and consequently the number of jobs available. For this reason, the Industrial Master Plan City Berlin 2010-2020 could be applied in many other contexts with the necessary adaptation to the different situations through tailored amendments to obtain similar results.

  10. DELTA BUSINESS CENTER

  11. Delta Business Center is A center for new business in Viladecans that Provides self-employed workers and micro-enterprises with multi purpose working spaces as well as a wide range of services in order to foster the development of entrepreneurs’ business in an environment integrated in Viladecans Business Park

  12. The project aims to • Offer a comprehensive support service to new companies that provide added value to the city • Improve SMEs competitiveness • Boost the creation of new enterprises • Support the networking among companies as well as among other local stakeholders • Support the consolidation of new companies • Boost the collaboration among companies at the Business Park as well as among other companies in the city

  13. Municipal Enterprise VIMED Viladecans City Council The enterprise Goodman The Association of Spanish Seniors for the Cooperation STAKEHOLDERS INVOLVED The developer Bali SECOT The Chamber of Commerce of Barcelona

  14. RESULTS OBTAINED • 100% of the space available is occupied • 36 enterprises are currently located • In 2013: • 75 new jobs created • 30 training workshops (336 attendees) • 10 of 36 enterprises took part in some programs of business support, have revisited their strategic model of activity and summarized their marketing and communication action in a work plan • Session to foster the connection among enterprises is organized once a year (in 2014, 125 participants and 95 enterprises)

  15. CONCLUSION Delta Business Center attracts business in the city mainly for two reasons: • It enables SMEs to find new opportunities in Viladecans by reducing set-up costs • It helps foreign companies to set up their business in Viladecans’ area Delta Business is a resource that clearly fosters economic growth in the area of Viladecans and it is also a key element in attracting talents and in creating employments in the city.

  16. GREEN ENERGY INNOVATION BIOMASS CLUSTER

  17. GREEN ENERGY INNOVATION BIOMASS CLUSTER The interest in using biomass for energy production has developed over the past years because of the multiple environmental and rural development benefits associated with their production and use. Green Energy Innovative Biomass Cluster acts as the framework for building regional, national and international economic relations particularly in the areas of biomass, use of wood waste and biomass based boilers. Green Energy Association is the association providing the management of the cluster and it was founded in May 2009, in Centru Region, in the town of Sfantu Gheorghe. Currently, it has 38 members representing biomass manufacturers and SMEs, local governments, research institutes and public institutions.

  18. The specific objectives are • increasing available biomass for energy production; • feasibility studies for biomass energy in different mountain area localities; • new technical solutions based on the combined use of coal and biomass, solutions adapted to local conditions, including rebuilding the existing energy production units; • promotional campaigns for biomass energy; • stimulation of economic growth of less developed geographical areas; • promotion of new economic sectors, activities and employment.

  19. The Cluster has 38 members representing biomass manufacturers and SMEs, local governments, research institutes and public institutions • STAKEHOLDERS INVOLVED

  20. RESULTS OBTAINED • Policy innovation: Green Energy Biomass Cluster manages the cultivation of energetic willow, which is one of the most effective strategies for replacing fossil fuels and to reduce emissions of greenhouse gases • Real impact: turnover of all operators account for approximately 450 million euro and 3200 people employed (2013) • Research and innovation: in order to increase innovation, the Cluster is running two research projects: • Promotion of the technology for energetic willow (Salix Viminalis) cultivation in Romania as a green energy alternative source • Extensive valorization of lignin and salicylic acid to bulk and fine chemicals (LIGSALCHEM) • Collaboration with other projects (ID:WOOD, PROMOBIO, Network ECREIN+, Adriatic Danubian Clustering – ADC)

  21. CONCLUSION The Green Energy Biomass Cluster is a positive example for other initiatives, which aim at introducing the principles of sustainable growth into regional development. Also, it is an example of good practice that can be copied in other regions and in other countries.

  22. GEPAFIN

  23. GEPAFIN Gepafin is a financial agency located in Umbria’s region. It manages guarantee and risk capital founds created under specific provisions and measures laid down by the regional government of Umbria. Such founds are co-financed by private resources. Gepafin, in addition to the management of the founds assigned by the Region of Umbria through EU Structural Founds, has also access to other resources assigned to boost the competitiveness of regional SMEs. These latter founds derive from the European Investment Found (EIF) and the Italian government.

  24. SERVICES AND TOOLS Gepafin offers two main types of financial services to regional SMEs: • Guarantees on bank loans • Risk capital However, following 2011, a phase of credit contraction began. Hence, Gepafin began studying new response to guarantees in order to help sustain local enterprises. Thus, three new tools were developed: • Access to the Central Guarantee Fund. In may 2013, Gepafin was allowed to issue credit evaluations • Agreement with SGFA (an Italian capital fund reserved to the farming industry) in order to offer counter-guarantees and credit insurance in agriculture • Development of Covered Tranches through an agreement with Unicredit (Italy’s largest international private bank) which will activate a warranty on financed working capital of SMEs

  25. RESULTS OBTAINED One financial tool (tranched covered) particularly optimized Gepafin’s role as a guarantee agency by putting an extra Euro 20 million on the local market (a significant sum for a local economy). This new fund was activated as a co-guarantee mechanism together with the local system of private industrial guarantee consortiums. Hence, credit risks was distributed amongst a wider number of interested parties. In particular: • 1/3 of credit guarantee is issued by Gepafin; • 1/3 of credit guarantee is issued by the local private industrial guarantee consortiums; • 1/3 of credit guarantee is issued by the financing bank. This new measure was implemented rather recently and is still being applied. Nevertheless, the high number of guarantees issued and the very high number of beneficiary SMEs suggests the measure’s validity in supporting local industry, its survival and growth.

  26. CONCLUSION Due to the scarcity of economic resources and until recently extremely high interest rates in Italy, attracting both private and public capital has become a vital necessity. Gepafin’s mission can thus be defined as a serious attempt to answer this requirement by attracting, stimulating, and coordinating resources on industrial projects which look to the future. This has for the moment been successfully carried out by applying new and innovative measures to bank issued counter-guarantees.

  27. Contacts: Tanya Trayanova HEAD OF INTERNATIONAL COOPERATION DEPARTMENT europa@camcomit.bg +359 (2) 833 41 75+359 (2) 846 32 80/1

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