2012 survey on sustainable enterprise development in mediterranean partner countries brussels...
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2012 SURVEY ON SUSTAINABLE ENTERPRISE DEVELOPMENT IN MEDITERRANEAN PARTNER COUNTRIESBrussels 14-11-2011
Working Party on Euro-Mediterranean industrial cooperation
Agenda
Introduction Core Team Background to the Project Project Scope
Field Research Policy Inventory Good practices and expert analysis
Emerging findings Overview of preliminary opportunities for
improvement based on expert analysis and overview of trends
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Project Team
Team Leader- Kim Møller, Oxford Research Derek Light, Oxford Research Henrik Mahncke, Oxford Research
Framework Contract Coordinator- Rob van der Horst, EIM Koos Van Elk, EIM
National Experts – Expert researchers in sustainable enterprise development in each of the partner countries
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Country National Researcher Institution
Algeria Dr. Samir Baha-Eddine Maliki Mr. Amine Metaiche
University of Tlemcen
Egypt Dr. Alia Mohamed Abdel Monem El Mahdi
Cairo University
Israel Dr. Sibylle Heilbrunn Ruppin Academic Center
Jordan Dr. Ibrahim Hassan Saif Rani Khoury
Jordan University/Excel Consulting Associates
Lebanon Dr. Saifedean Ammous Dr. Walid Marrouch
Lebanese American University
Morocco Dr. Mohamed Derrabi Al Akhawayn University
Palestinian
Authority
Mr. Muhannad HamedDr. Nabil Sukkar
Economic Policy Research Institute (MAS)
Syria Dr. Nabil Sukkar The Syrian Consulting Bureaufor Development and Investment
Tunisia Dr. Sofiane Ghali Dr. Zouhour Karray
University of 7 November
Background to the Project
Project Objective: To identify, analyse, contextualise, and describe
policy measures and good practice in Mediterranean partner countries with respect to sustainable enterprise development
Specific Purpose: Inform about policy measures taken or planned in
each of the nine countries covered by the project Identify and present good practice illustrating a
country's progress in the field of sustainable enterprise development
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Scope of the ProjectParameters of the study
Enterprise Development From Euro-Med Charter: “a set of policies and measures aimed at
improving the business environment and operational conditions for enterprises…”
Sustainable- European Small Business Act - Principle Nine: “enabling SMEs to turn environmental challenges into opportunities” Enterprise/ Industrial Policies Governance is important- institutional framework development Horizontal policies or impacts- but sector-specific policies are
included
Environmental outcomes, but not environmental study Policies, regulations, institutions Eco-efficiency and sustainable production Purely environmental policies are a separate topic
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Reporting Process
First Draft Report - 19.09.2011 Country Overview Inventory of policies Good practice Good practice database
Second Draft Report - 07.11.2011 Revised Field Research Expert Analysis
Final Report - 27.01.2012 Finalized Field Research and Expert Analysis Feedback from stakeholders Summary Report- Key policies, trends, and recommendations Methodology and executive summaries Translation into French
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Scope of the studyData collection tool
Policy Framework Matrix Units that are consistent, valid, and relevant to study
objectives Simplicity - the creation of widely-applicable, generic
categories
Generic policy instruments Compiled list based on traditional and emerging instrument
types Iterative process- refined before and after data collection
Enterprise-level impacts that reflect current European trends, offering opportunities for collaboration and convergence:
New products and services End-of-pipe versus Cleaner Production approaches Resource efficiency Regulatory versus market-based approaches 8
Scope of the studyData collection tool
Instruments Institutional or public organisational
development Regulation and standards development Administrative procedures Taxation or financial instruments Measurement and assessment
mechanisms Access to finance Technological development Research and development support Commercialisation support Education, skills, and training Entrepreneurship support Networks and partnerships Information services Demand support (incl. green public
procurement) Institutional or public organisational
development
Enterprise-level Impacts Uptake of environmental
regulations Improved Resource efficiency
(including energy) Maximizing use of renewable
energy and resources Reducing pollution and emissions
(end-of-pipe- EOP) Cleaner production and business
operations (CP) Improving product lifecycle Creation of new markets or
enterprises (incl. business models) Development of eco-innovative
products or services
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Enterprise Impact
Target
Uptake of environmental regulations
Improved Resource efficiency (including energy)
Maximizing use of renewable energy and resources
Reducing pollution and emissions (end-of-pipe- EOP)
Cleaner production and business operations (CP)
Improving product lifecycle
Creation of new markets or enterprises (incl. business models)
Development of eco-innovative products or services
Institutional or public organisational development
Regulation and standards development
Administrative procedures
Taxation or financial instruments
Measurement and assessment mechanisms
Access to finance
Technological development
Research and development support
Commercialisation support
Education, skills, and training
Entrepreneurship support*
Networks and partnerships
Information services
Demand support (incl. green public procurement)
Institutional or public organisational development
Sustainable Enterprise Development
Total of 89 examples of sustainable enterprise development Very positive findings Excellent sample size to carry out further inquiry
Some limitations Multi-component or cross-cutting instruments Varying concepts of sustainability and precision Policy-making approach: holistic versus dedicated policy
instruments or sector-specific measures Number of policies is not a good proxy for measuring progress
in sustainable enterprise development
Some trends emerge from descriptive overview but further analysis is required
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Frequency- Instrument type
Field ResearchCountry overview
Field ResearchCountry overview
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Frequency- Enterprise-level impacts
Sustainable Enterprise Development
Preliminary results only. Further research into trends required,
to be included in Final Report (early 2012)
Lack of market-based instruments Access to finance tends to be ad hoc or one-time grants Few incentive-based financing instruments Very limited demand-support mechanisms
Limited effort at changing markets or industries Few measures to support product-improvements or eco-
innovation Notable exception: Cleaner Production appears to be
increasingly common, especially linked to centers for cleaner production
Lower standards at product level could have implications for export markets
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Sustainable Enterprise Development
In some cases, reflects priorities of international partners Main instruments include access to finance coupled with technical
assistance ‘Domestic’ policies tend to be regulatory or institutional
development in nature Weak systems-focus – limited examples of entrenching
sustainability
Governance Several examples of stakeholder engagement and leadership from
private sector and not-for-profit organizations Limited examples of evaluation; varies significantly across
countries Some examples of comprehensive measures, but most instruments
appear to be one-off initiatives Number of examples of inter-sectoral cooperation: academic, public
sector, and enterprises working together for a variety of purposes
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Field ResearchGood practice and Independent Expert Analysis
Collaboration between the core team and the expert researchers in each country
Good practices: Two per country Based on good practice criteria, balanced against priority
areas and available data sources
Independent Expert Analysis Focus on priority areas Country-level analysis Strengths, weaknesses, and critical factors affecting
implementation Preliminary set of recommended opportunities for
improvement
Emerging conclusions and recommendations, though further analysis is required
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Country Selected good practice
1. Algeria 1) Law on Protection of the environment and sustainable development
2) National Centre of Cleaner Production Technologies
2. Egypt 1) Egyptian Pollution Abatement Project 2) Achieving Compliance with Environmental Regulation in Industry
3. Israel 1) Green Entrepreneurship Course2) Israeli Centre for Green Business
4. Jordan 1) EDAMA initiative 2) Environment Fund
5. Lebanon 1) Promotion of Decentralized Power Generation 2) Model for reduction of industrial wastewater
6. Morocco 1) Partial Exemption of Investment under the Investment Charter 2) Clean Development Mechanism
7. Pal. Auth. 1) SMEs Loans Mortgage programme2) Green loans
8. Syria 1) Syrian Agency for the Development of SMEs 2) Trust for Development
9. Tunisia 1) National Program for Integrated and Sustainable Management of Waste2) Program of Institutional Support in Environmental Education
Sustainable Enterprise DevelopmentEmerging Opportunities for Improvement
Fill the gaps - several examples of potential for diffusion of established instruments, market-based instruments and especially demand-support measures
Shift from ad hoc approaches to comprehensive measures - establishes linkages and generate cumulative effects
Support system change - Examples of entrenching sustainable enterprise through innovation or through the improvement of the regulatory, legal, and financing systems
Raise Awareness- Strengthen networks and intermediaries to reach broader set of enterprises, and communicate with the public
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Sustainable Enterprise DevelopmentEmerging Opportunities for Improvement
Focus on results– significant lack of policy learning due to insufficient evaluation and weaknesses in implementation
Prioritize skills development - required to promote entrepreneurship but also to prepare the workforce to adopt new technologies and shift to new industries
Leveraging existing systems rather than building additional measures - Shifting existing industries and agencies to becoming more sustainable rather than creating new industries or agencies
Again, further analysis of key policies and trends is forthcoming in Final Report (early 2012)
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Sustainable Enterprise DevelopmentIndicators of progress
Development is not a linear process Various approaches to dealing with sustainable enterprise
development
Avoid prescriptive indicators based on the choice of instruments to address problems
The current charter is ‘problem oriented’ (skills, access to finance) rather than solution-specific
Remember: Enterprise Development Avoid particular sector (energy generation) and focus on
enterprise-level impacts Avoid focus on public-sector development Avoid focus on ecology or environmental protection
Sustainable enterprise development is horizontal, not vertical
Consider integrating sustainability into the other ten dimensions
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