european charter for small enterprises

8/7/2019 European Charter for Small Enterprises

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European Charter for Small Enterprises

2009 good practice selection



European Charter

for Small Enterprises

2009 good practice selection


http://slidepdf.com/reader/full/european-charter-for-small-enterprises 4/50© European Commission 2009

DOI: 10.2769/71269


http://slidepdf.com/reader/full/european-charter-for-small-enterprises 5/503Good practice selection 2009

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. Toencourage 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 effi ciency 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 ina 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.

INTRODUCTION


http://slidepdf.com/reader/full/european-charter-for-small-enterprises 6/504 Good practice selection 2009

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 some20 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 NationalIndustry Association;

• before introducing its “innovation club”for craft enterprises, Luxembourgcarried 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 instanceGermany 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 inStockholm 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!



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 theirprofits. 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.

1. CASH FLOW FOR BUSINESS GROWTH -Incentives for reinvesting profits and reducing late payments



ContactMinistry for NationalDevelopment and Economystvan Csirke,

Hold utca 17. H054 Budapest

Hungary

-mail :[email protected]

Website :www.nfgm.gov.hu;www.mediacio.hu

1.1 Business mediation

Description Late payments seriously aggravate the business conditions of Hungarian SMEs. Nevertheless, they resort to law suits orliquidation proceedings only in about half of their justified complaints, because of the slowness, expensiveness and excessivecomplexity of bureaucratic judicial proceedings.

To improve the situation, the Ministry for Economy started promoting mediation among SMEs by financing 10 model mediationcases 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. —

Communication strategy

Case-studies. Articles in the chambers/federal journal. Presentations at general assemblies of 4 business associations andduring 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 tolack 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 besettled 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.

Lessons learned Because judicial proceedings often take several years to enforce a claim, in the beginning, the firms had rather limitedconfidence in the mediation procedure. It was also a problem that the programme financed and monitored only a restrictednumber of meetings as a result of which some firms did not want to take part in the programme, considering they had littlechance of success.

Measure inspired by the following Member State/Best project —



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 interestamount is the Central Bank’s average lending rate for national currency in the respective year. The measure has been developedin 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 information01/01/2009 31/12/2013 —


The measure was part of the yearly ‘Business Environment Improvement Plan’, which is widely publicised and on which thebusiness organisations are being consulted.


The Latvian Confederation of Employers and the Latvian Chamber of Trade and Commerce were involved in formulating thismeasure and considered it an effective mechanism to reward shareholders for using dividends instead of external financing.

Contact details of business organisationLatvian Confederation of Employers, Latvian Chamber of Trade and Commerce.

Statistical info

No statistics available yet.


The measure is a step in the right direction, since during a period when SMEs have less access to finance, it encouragesshareholders to reinvest profits.

Lessons learned

The measure was designed at the beginning of 2008, when tax revenues were still suffi cient. However, tax revenues havedecreased substantially in the meantime and the state budget will have a deficit in 2009. Any decrease of taxes is sensitiveduring such a period. Nevertheless, honouring the agreement with the business organizations, this measure was implementedas planned in 2009.

Measure inspired by the following Member State/Best project

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ContactInvestment andDevelopment Agency of LatviaDiāna Laipniece,Perses St.2 LV1442 RigaLatvia

E-mail :[email protected]

Website :www.liaa.gov.lv



ContactMinisterul IMM, Comerţ şiMediul de AfaceriViorica Dragomirescu,

eana Modreanu,alea Victoriei, No 152,ector 1 010072 Bucurestiomania

-mail :iorica.dragomirescu@

mimmc.ro;[email protected]

Website :www.mimmc.ro

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 intangibleassets (industrial property rights). Under the scheme, businesses receive grants amounting to 25% of the profits spent onassets 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 andcompetitiveness on the market.

Target group SMEsa) 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 — Communication strategy Website, press articles, promotion for the SME consultation committee.Multipliers: territorial offi ces for SMEs, SME associations.


The measure has been introduced following consultations with the organisations that represent SMEs.

Contact details of business organisation The Territorial Offi ce for SMEs and Cooperatives ConstanţaBd. Tomis 79-81, et.1, cod 900669, ConstanţaDumitru Nancu, Executive [email protected]; www.otimmccta.ro

Statistical info Number of benefiting companies: 750. Budget for refunding gross reinvested profits: €4 070 000. Amount spent by recipientbusinesses 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.


The measure has lead to increased investment in tangible and intangible assets by SMEs. It provides recipients with an incentiveto invest a greater share of their profits, thus multiplying the effects of the programme.

Lessons learned —


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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 consultationson legislative proposals, develops standpoints and presents them in governmental consultations, in parliamentary forums andthrough contacts with the President’s offi ce. The Council prepares its own legislative drafts and programme documents, andcarries 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 toentrepreneurs.

Target group Companies operating in Poland, with special consideration for SMEs, which are particularly sensitive to the financial burdenimposed by the tax system.

Start date End date Other information

11/12/2004 Measure open-ended. —

Communication strategy The Council expresses its opinion on tax legislation. It also organises conferences to discuss the most important changes intaxation.

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 —


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.

ContactPolish Confederation of Private Employers (PKPPLewiatan)Kamila Grobelna,Klonowa 6 00-591 WarsawPoland


Website :www.pkpplewiatan.pl



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 valueexceeded 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’ diffi culties 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’.

2. PUBLIC PROCUREMENT



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 TEDdatabase of tenders - it is enough to publish them in national or regional media. The European Tender Information SystemETIS, a multilingual electronic tendering platform for public procurement, is the only central platform enabling users to searchalso 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 transparencyof public procurement in Europe.

Target group ETIS was specifically developed to take care of the requirements of SMEs.



Communication strategy The service is marketed by sector- and country-specific events and by partners of the Enterprise Europe Network.



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Statistical info 1,800 businesses tested the ETIS tendering service in Germany in 2008 and and some 2,200 test contracts have been offeredfor free for a period of 4 weeks.


In addition to the tendering service, the ETIS partners offer information about the most important rules concerning the awardof 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 companiesfrom 10 EU countries have formed a project consortium to jointly develop this database.

ContactBerlin Partner GmbHnicht angegebenFasanenstr. 8510623 BerlinGermany


Website :www.etisys.com;www.berlin-partner.de



Contactveriges Offentliga InköpareSOI)isbeth Johnson,ox 406 791 28 FALUNweden


Website :www.soi.se

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 tomake public procurement more effi cient. Purchasers from municipalities and counties invite local entrepreneurs to informationmeetings on public procurement. During these meetings, the head of public procurement gives a simple explanation of howtendering works in practice and which points businesses should bear in mind. The meetings have convinced more SMEs toparticipate in supplying to the public sector.

Objectives Stimulating smaller companies at local level to make offers and overcoming possible obstacles preventing new players fromparticipating in public procurement.

Target group Actors in public procurement: municipalities, counties, local trade organisations.


01/01/2007 Measure open-ended. SOI (Swedish Public Purchasers) is an association, foundedin 1979. End of Dec. 2008 it had 1100 members. They areactive in the field of public procurement.

Communication strategy Newspapers, websites, conferences, trainings, various networks etc.


All information meetings for companies are fully booked immediately.

Contact details of business organisationMarknad Varberg AB, Näringslivschef Lars-Gunnar Berndtsson tel. 0705-571779; Halmstad kommuns Näringslivsbolag,T. Fröhlich, [email protected].

Statistical info Information meetings of the municipalities in the county of Halland have lead to a high participation of SMEs. The numberof offers per framework agreement contract has risen from 4 to 5 and there are more first-time bidders. These are e.g. localtraders concluding contracts to deliver foodstuffs to public housing projects and regional conference centres. The smallestentrepreneur has a turnover of some 19.000 Euro.


Entrepreneurs get answers to their specific questions and can talk about the obstacles they encounter. The public procurers getdirect feedback on their tendering specifications. Via the SOI network this method has spread to other counties that now alsoorganise such information meetings.

Lessons learned

These meetings between purchasers and entrepreneurs are far more important than traditional training on public procurementlaw.


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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 minimumrequirements for tenderers are based on each individual lot rather than the entire contract. This is important for SMEs, whichhave often been prevented from tendering in the past by their limited production capacity and an inability to meet thecontracting authorities’ requirements. The Public Procurement Electronic System (SEAP) ensures the free publication of tenderannouncements 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 transparencyby online information and procedures.

Target group Small and medium-sized enterprises.


28/07/2006 Measure open-ended. — Communication strategy

Websistes, information events, press articles. The efforts are also supported by the chambers of commerce and SMEsassociations.


The initiatives mentioned above have a general impact on the business environment

Contact details of business organisationThe 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 wereawarded 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.


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”.

Lessons learned —


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ContactAutoritatea Naţionalăpentru Reglementarea şiMonitorizarea AchizitiilorPublice -ANRMAPCodrin Vulcu,dul Dinicu Golescu nr. 38, et.4, sector 1 010873 BucurestiRomania

E-mail :[email protected];[email protected]

Website :www.e-licitatie.ro;www.anrmap.ro



ContactAuftragnehmerkatasterÖsterreich (ANKÖ)Dipl.-Kfm. Dr. Alfredöchlinger,

Handelskai 94-96200 Wien

Austria


Website :www.ankoe.at

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 authoritiesthroughout 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.


13/12/1999 Measure open-ended. — Communication strategy Printed and electronic material for contractors. Presentations to contracting authorities.


1: The Austrian contractors’ register (ANKÖ) is a great service that helps in providing certificates of eligibility. During tenderingprocedures, contracting authorities often require the same documents again and again, which carries a high administrativecost, in particular for building contractors.

2: The Austrian contractors’ register (ANKÖ) with its list of eligible companies is a tool that contracting authorities and especiallySMEs have found useful in tendering procedures.


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 offi cials, 42 000 times a year, in order to check thecompanies’ eligibility (2008 figures).


• 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 easierand less bureaucratic. Many studies show substantial potential savings (up to €20 million) for the Austrian economy.

Lessons learned Extensive technical expenditure to implement this service.


Our application served as a model for “PQ-BAU”, a database set up in Germany in 2006.



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 applicationof legal consequences in the event of breach of contract committed by the contracting authority or if it deviates from the CivilCode 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 theirunequal bargaining position.

Target group Contracting authorities, tenderers, SMEs

Start date End date Other information07/07/2007 Measure open-ended. —

Communication strategy Implemented via legal amendment. Contracting authorities were involved in the process.


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Contact details of business organisation —

Statistical info According to statistics kept by the Public Procurement Council, the proportion of public procurement contracts awarded tomicro, 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.


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Lessons learned —


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ContactKözbeszerzések TanácsaFribiczer Gabriella,Margit krt. 85.1024 BudapestHungary


Website :www.kozbeszerzes.hu



Contactözbeszerzések Tanácsaribiczer Gabriella,

Margit krt. 85.024 Budapest

Hungary


Website :www.kozbeszerzes.hu

2.6 Reducing chain debts

Description The amended Public Procurement Act contains a number of rules on the reduction of chain debts among entrepreneurs. Inorder to reduce such debts, information notices about the amendment and performance of public procurement contracts mustindicate 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 themfor 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.


07/07/2007 Measure open-ended. — 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 potentialrecipients 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 toSMEs in 2008 increased both in number and value (by 8% and 7%, respectively) compared to 2007.


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Lessons learned

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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

3. BUSINESS DYNAMICS:Easier bankruptcy procedures and business transfers



ContactAccountant in Bankruptcy

haron Bell, Head of PolicyDevelopment,

ennyburn Road KA13 6SAilwinningnited Kingdom


Website :www.aib.gov.uk

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 toidentify 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.



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 tosubmit evidence on the reforms’ impact on businesses.

Statistical info Research sponsored by the UK Insolvency Service demonstrates that liberalising bankruptcy law has a pronounced positiveeffect on levels of entrepreneurship. (J Armour and DJ Cummings, “Bankruptcy Law and Entrepreneurship”, American Law andEconomics Review 10.2 (2008)).


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 ithelpful to draw comparisons with the introduction of similar measures in England and Wales.


This measure followed similar reforms introduced in England and Wales under the Enterprise Act 2002.



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 possibleturnaround options and from a number of financial resources related to social benefits. However, insolvency schemes are fairlycomplicated and might not be applied appropriately in smaller localities because know-how is missing. As a pilot project, aservice desk was established in the province of Friesland to which all municipalities can delegate their insolvency support. Themunicipalities pay a modest fee for the outsourcing of their support to the service desk. The service desk is financed in part bythese fees, in part from fees paid by entrepreneurs if their business is indeed salvaged and in part from a national fund for thework done on financial analysis.

Objectives The practice seeks to assisst municipalities in insolvency support to SMEs by establishing a specialised service desk on thetopic.

Target group SME’s in financial diffi culties. We hope that the pilot project established in Friesland encourages other local authorities to setup similar service desks for their own region.



Communication strategy —


Best to contact one of the many service desks in the Netherlands via websites like:http://www.myoffi ce.nl/gids/Stichting_Schuldhulpverlening_Voor_Ondernemers.htmlhttp://www.florijnshvo.nl/


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Statistical info

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Lessons learned —


ContactMinistry of Economic AffairsJeannine de la Bursi,Bezuidenhoutseweg 202500 EC The HagueThe Netherlands

E-mail : [email protected]

Website :http://www.florijnshvo.nl/;www.minez.nl



Contactustiitsministeeriumndrek Niklus,õnismägi 5a5191 Tallinnstonia


Website :www.just.ee

3.3 Restructuring procedure

Description Restructuring law that enables owners of companies facing financial diffi culties to appeal to the court for protection againstcreditors’ claims while they draw up a restructuring plan. This makes it possible for the companies to avoid the problemscreated by bankruptcy. A pre-bankruptcy procedure has been created, to give companies time to sort out their troubles. Theprocedure 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 diffi culties, but have the potential to survive. The target group is about 10% of those companies forwhich the bankruptcy procedure has been launched.

Start date End date Other information26/12/2008 Measure open-ended. — Communication strategy Press release. Legal act published in the state Offi cial 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 countrywould be €1.3m.


So far no restructuring procedure has been finalised but it is certain that an additional option for companies has beencreated.

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.



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 beingtransferred must be an SME, and 15% of own funds are required to finance the transfer. All expenses and costs are eligible, theminimum loan is €5000. The “prêt de reprise” may not exceed 40% of the eligible amount and may not exceed €250000. Thenormal period for the loan reimbursement will be between 10 and 14 years, taking into account which assets are part of thebusiness 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.



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, [email protected];

Marc GROSS, Sous-Directeur Chambre des Métiers,Luxembourg, [email protected].

Statistical info Not yet available. Evaluation is foreseen on a yearly basis.


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.


ContactSNCIEmmanuel BAUMANN,Bvd Royal 62937 LuxembourgLuxembourg


Website :—



ContactWirtschaftskammerÖsterreich Gründer-Service

erlinde Seidler,Wiedner Hauptstraße 63

045 WienAustria


Website :www.nachfolgeboerse.at;www.gruenderservice.at

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 issound. An independent advisor analyses the business’s strengths and weaknesses, covering all areas from the business modelto the accounting system used and the balance sheet. His report reveals the shape the business is in and possible room forimprovement. The report gives potential buyers an idea of the challenges and opportunities awaiting them. Businesses thathave 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 takingover 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.


01/01/2008 29/05/2009 —

Communication strategy Succession checks are advertised on the Gründer-Service start-up site (www.gruenderservice.at) and the Nachfolgebörsebusinesses-for-sale site (www.nachfolgeboerse.at).



—

Statistical info The first succession checks are currently underway.


It allows business owners to demonstrate the soundness of their business. Potential buyers get an objective appraisal of thebusiness.

Lessons learned A suitable way of presenting businesses to potential buyers had to be found, assuring that all information could be clearlypresented.

Measure inspired by the following Member State/Best project No.



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.



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 ontransfering micro, small and medium-sized businesses means the tool is potentially transferable to all European countries. Thesystem is easy to use online or off-line. The data collection and processing functions enables institutions to carry out territorial

monitoring.


Unioncamere del Veneto, Mrs. Holland, [email protected]; Confartigianato Veneto, Mr. Scaggiari,[email protected];

Statistical info Over 2700 Italian and European addresses identified; 30 seminars, often accompanied by a Quick Self-Check; over 300 recentdownloads of our questionnaire.


The right combination of ICT tools and face-to-face approach. By participating in numerous transnational projects, we havelearned that there is a need to assist SMEs in the transfer phase and offer effective tools. We also participate in the nationalgroup of experts on family-run businesses/business transfer coordinated by the Ministry for Economic Development to facilitatethe exchange of experience.

Lessons learned Since awareness about business transfer is still very low, KBS includes awareness-raising tools, which also take into accountpsychological 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 KBSavailable to its members (Confederation of Norwegian Enterprises, Kristian Skjølaas, [email protected]).

ContactStudioCentroVeneto sasAntonio Brunello,Via G. Imperiali, 7736100 VicenzaItaly


Website :http://www.studiocentroveneto.com



Contactnstitut d’Administration desntreprises (IAE)r Gérard HIRIGOYEN,

Ms Céline BARREDY,niversité de Bordeaux IV, 35,venue Abadie3072 Bordeaux Cedexrance


Website :ttp://www.iae-bordeaux.fr

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 toolsand techniques for managing them, i.e. strategy, finance, legal aspects, human resources and globalisation. Master 2 sets outto promote the exchange of information and skills between professionals. The idea is to supply new knowledge and build onexperience.

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 inmanagement, law, economics or equivalent diploma.



Communication strategy University website, student guides and word of mouth.



—

Statistical info On average there are some 40 applicants, of which about 15 are accepted. Some applicants have non-French qualifications.


Success factors are: a strong theoretical knowledge of family-business issues and the involvement of family-businessesprofessionals. 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

This course should also be open to employees, as part of their ongoing vocational education. However, there is only onepartnership exploring this option, because Master 2 is relatively young and there is no dedicated communication budget.


This type of education programme can be transferred to other countries. It would be interesting to establish par tnerships withsimilar training porgrammes in other EU countries.



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.

4. FOSTERING CREATIVITY IN ENTREPRENEURSHIP



Contactohannes Kepler Universityinzrof. Dr. Norbert Kailer,reistaedter Strasse 315040 Linz

Austria


Website :www.iug.jku.at

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 inplanning ahead for the day they set up their own business. Up to eight lecturers (consultants, entrepreneurs and scientificstaff) 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 wellreceived 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 centerLinz).

Contact details of business organisationWirtschaftskammer OÖ (Chamber of Commerce Upper Austria), Mag. Irmgard Müller, Linz, [email protected];tech2b Gründerzentrum GmbH, CEO Mag. Markus Costabiei, Linz, offi [email protected].

Statistical info One of the most popular seminars at the university, with some 300 students taking part and more than 40 business ideasdiscussed.


Students are motivated to take part because they are aware of the importance of self-employment. The seminar focuses onpractical 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 The course has to target the peculiarities of entrepreneurs and start-ups in the creative industry, which is sometimes diffi cultfor lecturers from a high-tech business background. Using experts for the respective fields raised the quality of the coursesubstantially. The course has been redesigned several times, based on evaluation and feedback.




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 thetheoretical part, students are introduced to the tools of creativity. For the practical part, an entrepreneur comes into theclassroom 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 programmein creativity.

Objectives To train students in creativity, teamwork, communication and self-confidence. To offer entrepreneurs creative ideas developedby students.

Target group Students. SME managers wishing to have an outside look on one of their business problems.


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 BICHéraclès which makes direct contacts with the schools.


“I am very satisfied with the ideas from the students. The students were confronted with a real problem, rather different fromthe 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, [email protected], www.dvline.be. Hydro-Chic, Mrs Van de Werve, Villers-Perwin, [email protected], 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 fortrainer’s fees. We already have several bookings from schools for the school year 2009-2010. Once a school has agreed on a firstsession, usually further demands from that school are following.


Teachers often complain about the lack of creativity of their students - Cré Active Toi helps them develop these skills. Smallcompanies often have no time to solve certain problems - Cré Active Toi asks students to do this for them. The students are verysatisfied 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.


ContactBusiness & Innovation Centre(BIC) HéraclèsChèvremont Philippe,Avenue Général Michel 1E6000 CharleroiBelgium


Website :www.heracles.be



ContactNorthtown Technology Park

adas Armonas,. Galvydzio str. 5 / Zygio str.6 LT-08236 Vilniusithuania


Website :www.sebverslomenas.lt;www.smtp.lt

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 theuniversity of management and economics organized a television project for those considering starting a business. The projectwas the first such initiative broadcast on the national television of Lithuania. The main attention was given to meetingsbetween 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 init iatives.

Target group Students, scientists, and spin-off’s with a business idea but lacking support to implement it.


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 onlyaward the winners, but also give recommendations and practical support for their new business to be successful. This financialand practical support for the participants and winners are a strong and significant contribution to the Lithuanian businesssphere.

Contact details of business organisation Ms. Brigita Mačiulytė, AB SEB bankas, Vilnius, [email protected].

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 newideas to be realised.

Lessons learned Surveys are showing that while some 50 percent of Lithuanians would like to have their own business, not many of themactually realise their business plan. We will therefore continue this initiative and organise a national business-support projectwith training courses, lectures and meetings with experts and businessmen.

Measure inspired by the following Member State/Best project The TV programme “Dragon‘s Den”, which was shown in more than 30 countries.



4.4 Gabinete de iniciativa joven

Description The Gabinete de Iniciativa Joven is a public company of the Regional Government of Extremadura promoting a creativeenterprising 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, providingthem 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 interestedin trying out new methods.

Start date End date Other information16/11/2004 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 theproject.


Not available.

Statistical info 940 initiatives presented by entrepreneurs, 303 projects supported, €2,603,209 of funding. 350 projects with some 3,500pupils in secondar y schools. Experimental programme “Imagine to venture” at primary level.


The project is a radical experimental proposal from the public administration to redesign the services provided to citizens byincorporating 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 technologythan to new working methods with creative people.

Measure inspired by the following Member State/Best project The Experience Economy by Joseph Pine, www.strategichorizons.com/joePine.html; Social entrepreneurship to promotechange, www.ashoka.org/

ContactRegional Government of ExtremaduraGuillermo Varela Arjona,Palacio de Congresos yExposiciones. Avd. Del R íos/n 06800 Mérida (Badajoz)Spain


Website :www.iniciativajoven.org



Contacthambre des Métiersu Grand-Duché deuxembourghristiane Bram,ircuit de la Foire

nternationale 2 B.P. 1604-1016uxembourg-Kirchberguxembourg


Website :www.cdm.lu

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 generalrelevance 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.



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.


Luxinnovation, Agence nationale pour la promotion de l’innovation et de la recherche, Mme Dehaeck, brigitte.dehaeck@

luxinnovation.lu; Entrepreneur G. Putz, Imatec sàrl, [email protected].

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 atleast 2-3 years for the club to be firmly established.


If the members find they need additional services, e.g. national or international contacts, visits or meetings can be organisedfor them. Every session is followed by a drink to allow for networking.

Lessons learnedSuccess factors: Treating subjects of direct concern to all the participants from the different sectors. Motivating participants toshare positive and negative experiences, helping them overcome potential competition. The number of participants should belimited 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.



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 entertainmentprogramme for tourists. The task is assigned by a real tourist company, which will evaluate the performance of the trainingfirms. The prize is awarded during the annual training firms fair TF FEST. Prize-winning pupils can do an internship with the realcompany, 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. Fosteringpupils’ 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.


Communication strategy Website, annual training firm fairs involving business representatives and NGOs, meetings with employers and tradeassociations.

Assessment by business organisations The competition, the internships and the development of relations between tourist companies and pupils are evaluated by theBulgarian Business Leaders Forum and the Bulgarian Centre of Training Firms.

Contact details of business organisationMr Ognyan Blagoev, Miel Travel Sofia, offi [email protected]. Mr. Stamen Tasev, Bulgarian Business Leaders Forum, Sofia,offi [email protected].

Statistical info Two competitions held; participation of 20 training firms with 300 pupils per year. 4 internships at Miel Travel – 2 pupilscontinue to work there.


The measure supports small and family-run tourist business initiatives to select and train future staff without work experiencebut 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 fromtheir own sector and offer pupils internships with them. We have also designed the project “Business class”, where businessmendiscuss with pupils from training firms concrete real-world examples, innovative solutions and market innovations.


ContactBulgarian Center of TrainingFirmsMrs. Dariya Mavrudieva,1 Rozova Dolina St., POB 501421 SofiaBulgaria


Website :www.buct.org



Contactnvestment and

Development Agency of atvia

Vita Brakovska,erses St.2 LV-1442 Rigaatvia


Website :www.liaa.gov.lv

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 innovativeideas, to further develop their business plans. Every participant receives an individual evaluation of his/her business idea andbusiness plan as well as recommendations from experts in order to improve their business concept. For particularly high-quality 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 cit izen interested in becoming an entrepreneur.


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 onnational television.


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, [email protected].

Contact details of business organisationInstitute for Innovative Solutions, www.innovationhub.lv, Mr Uldis Cimdiņš, [email protected];Weekly journal “Lietišķā Diena”,www.ldiena.lv, Ms Marta Rībele, [email protected].

Statistical info More than 500 participants submitted 376 business ideas (40% more than in 2007), of which 104 were selected for the secondround. 70 experts and mentors are involved in evaluation and mentoring activities in connection with the competition. At themoment about 10 business ideas are implemeted, most of them technologically intensive. At least 25% of the business planssubmitted represent a potential for knowledge and technology intensive businesses.


High interest among partners and society in general to improve opportunities for starting up a business in Latvia.

Lessons learned

It took some time to convince people to take part in the competition.




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 diffi culties 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

5. FOSTERING WOMEN’S ENTREPRENEURSHIP



ContactNutek

unilla Thorstensson,ox 4044 102 61 Stockholmweden


Website :ttp://ambassaden.nutek.se;

www.nutek.se

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 changethis. The Government has nominated 880 female entrepreneurs to inspire others, tell their story and share their experiences asentrepreneurs. 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.


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’ communicationwith each other we have created the web portal “Ambassaden”.



—

Statistical info Following our call, we received more than 1 600 expressions of interest. Most potential ambassadors came forward of their owninitiative, around 300 were nominated by someone else.


The programme puts women’s enterprises in the spotlight in a s imple and effective way. The women entrepreneurs show thatentrepreneurship can be a good alternative to traditional employment. The ambassadors themselves get access to a uniquenetwork of fellow ambassadors all over Sweden.

Lessons learned The project has received considerable media attention and traffi c 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 ownbusinesses in national, regional and local media.


This measure was inspired by the UK’s Women’s Enterprise Ambassadors project.



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 networkingpossibilities for women entrepreneurs. It offers advice to women starting up or taking over businesses, drawn from theknowledge and experience of over 1,500 experts. Through its regional representatives in all 16 Bundesländer it acts as a centralplatform for key players from the political, business, academic and public sectors. The organisation is jointly sponsored by threefederal ministries (FM): the FM for Education and Research, the FM for Family, Senior Citizens, Women and Youth, and the FMfor Economy and Technology.

Objectives Mobilising the economic potential of women entrepreneurs.

Target group Female start-ups, women entrepreneurs, women business successors.


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 andactivities. The service received a broad welcome and the reactions of the target groups were very positive. The bga is constantlyexpanding 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.


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 —


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Contactbundesweite gründerein-nenagentur (bga)Kronenbitter, Iris,Willi-Bleicher-Str. 1970174 StuttgartGermany

E-mail :[email protected] Website :www.gruenderinnenagen-tur.de



Contactast of England Development

Agency (EEDA)vona Brandstatterova,tation Road, CB24 9LQ

Histonnited Kingdom


Website :ttp://www.enterprising-

women.org; www.eeda.rg.uk

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 businessesand bring first hand experience of the challenges and thrills of starting and growing a business. Women ambassadors writearticles 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 diffi cult to attend centres in personbecause of limited transport, child-care needs and the geographic dispersal of the support specialists.


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. Sinceshe wasn’t able to find suitable support in the UK she went to search for help in Poland. Sally stayed in Poland for three month-long sessions and then decided to bring the therapy over to the UK. She joined Enterprising Women to help others to start their

own business.


Sally Aspinall, [email protected], +44 7905 539 212.

Statistical info 71 businesses with 185 jobs created. 772 businesses helped to improve their performance. 1105 people assisted in skillsdevelopment.


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 informalenvironments, which is exactly what we offer.

Lessons learned At the beginning, the challenge was to decide whether to establish a physical or virtual women’s business centre. Due to thegeography of the region and transport issues we opted for the virtual centre. Our current challenge is to make the networkself-sustaining: we will charge membership fees soon. This might lead to an exclusion of potential or existing members.


—



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. TheAction Plan consists of 12 measures, including enhanced rights to maternity and parental leave for the self-employed, increasedgrants to micro credit-projects and a research programme to improve womens’ awareness of entrepreneurship. Research hasshown that in 2007 female entrepreneurs received only 19 percent of all grants awarded by Innovation Norway. Therefore, theAP 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 theirown business, and only one-sixth of entrepreneurs running private limited companies.


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. SiriKobberrød (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, [email protected]; Innovation Norway, Anne Marie Kittelsen, [email protected].

Statistical info The GEM report 2008, available from Eirik Pedersen, [email protected], will evaluate the effects of the Action Plan. An interim reportalready shows significant improvements in the defined measures.


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 insightsfrom 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/ESAstandards.


—

ContactThe Norwegian Ministry of Trade and IndustryJohanna Ellefsen Rostad,P.O. Box 8014 0030 OsloNorway

E-mail : [email protected]

Website :www.nhd.no



Contactnterprise Ireland,ntrepreneurship Andegional Developmentrendan Flood,500 Atlantic Avenue,

Westpark - Shannonreland

-mail :rendan.flood@enterprise-

reland.com

Website :www.goingforgrowth.com;www.enterprise-ireland.com

5.5 Going for Growth Initiative

Description Since research indicates that role models have a positive impact on encouraging early stage entrepreneurship, EnterpriseIreland has organised a series of 8 roundtables with 8 participants to provide support to female entrepreneurs. Peer supportwas offered under the direction of a lead entrepreneur who is running her own business. Each applicant was aksed to identifythree barriers that posed a challenge in growing the business and to indicate how she considered that the initiative wouldbenefit 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 information10/02/2007 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 theparticipants, with firm leadership from the Lead Entrepreneurs. The key to success was the management, the focus on goodtopics and the good communication among participants. I hope that the init iative will be expanded into other countries. Thisway participants can learn from each others’ experiences and perhaps do business with each other.” Martina Minogue, eTeams

(Lead Entrepreneur).


Paula Fitzsimons, Founder & MD of Fitzsimons Consulting and National Director of Going for Growth, [email protected].

Statistical info 57 entrepreneurs participated in the pilot programme, with 80% of businesses having been set up since 2000 and currentlyemploying less than five people.


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 ratherstimulating. The initiative is more intensive than a regular networking event as participants interact with a mentor or ‘leadentrepreneur.

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.


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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 internationalexhibition 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’sentrepreneurship.

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 information06/10/2007 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 andcreate cooperation. Ilva Moretti considers the experience a good practice of institutional cooperation.

Contact details of business organisationFederica Benfatti, Architect, Bologna, [email protected]; Ilva Moretti, Regional coordinator of the women’s entrepreneurshipcommittees of the Chambers of commerce, [email protected].

Statistical info Following the introduction of our measures in the past 5 years, women enterprises have grown by 5.3% in our region. Positiveprofitability indexes (production +15% in 2007, +15% cost of qualified personnel, +10% investment in R&D, industrialpatents, intellectual property etc). 128 projects participating in the award (84 enterprises, 44 professionals. Average age 29-34 years). Most innovative sectors: bio-building, bio-architecture and projects with high-tech content.


The measure has increased the number of women entrepreneurs investing in regional R&D projects. For more details, see ourstatistical 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 sectorswith a higher presence of technical and scientific skills and capacities (health, nanotechnologies, ICT).


No.

ContactRegion Emilia-Romagna,Directorate for economicactivities and developmentMorena Diazzi,Viale Aldo Moro, 4440127 BolognaItaly


Website :www.ermesimprese.it\imprenditoriafemminile;www.regioneemilia-romagna.it



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 effi ciently, 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 effi ciency. 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

6. FOSTERING ENERGY EFFICIENCY IN SMES



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 supportsFinland’s environmental business sector with the goal to build the country’s reputation as a leading cleantech supplier on theglobal market. The brand is owned by Confederation of Finnish Industries EK and financed by those organizations that have theright 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 Finnishenterprises amongst national and international stakeholders.

Target group Companies in industries like energy, waste management and recycling, management of water resources, biofuels, eco-effi cienthousing etc.



Communication strategy Launch of the brand at the 2009 Delhi Sustainable Development Summit which brought together the world’s top environmentaldecision-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, [email protected], www.desinfinator.com, www.ehovoc.fi, www.vaisala.com,www.dekati.com, www.environics.fi.

Statistical info —


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 effi ciency, water treatment and bioenergy,the country has top-level expertise in global terms. Since 2000, Finland has three times been ranked number one among146 countries in environmental sustainability and performance (ESI index/World Economic Forum).

Lessons learned —


ContactCleantech Finland / Finpro rySanttu Hulkkonen,P.O. Box 35800181 HelsinkiFinland


Website :http://www.finpro.fi/en-US/Finpro/



ContactNewspaper Finance /nstitute Jožef Štefan /

Ministry of the Evironmentnd Spatial Planningrška Kukovič (newspaperinance),

Dalmatinova 2000 Ljubljanalovenia


Website :ttp://www.finance-kademija.si/energetiki/

6.2 Energy-Effi cient Company Awards

Description An award scheme set up in 1996 to recognise energy-effi cient businesses and projects and projects making effi cient use of renewable energy sources. The competition is open to companies that have reduced their energy use and environmental loadin the last 5 years through investments in energy effi ciency or organisational measures.

Objectives Promotion of energy effi ciency and effi cient use of renewable energies in companies and projects. Exchange of goodpractices.

Target group Industry, services and public sector and represenatatives of apartment buildings with energy effi ciency projects.


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 Effi cient Company which we received is very important to us, since it enables us to communicateto our customers that we are an environmentally friendly company. Even though the company is constantly growing, we havemanaged to reduce the amount of energy used. At the same time we managed to cut related costs by 3% and CO2 emissionsby 17%.” Ivan Hribar, CEO, Terme Snovik, Slovenia.

Contact details of business organisation Stane Merše, Head of Energy Effi ciency Centre, Institute ”Jožef Štefan”, Ljubljana, [email protected], 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 effi ciency and effi cientuse of renewable energy sources. Over the years we have educated approximately 1100 participants, and the number of applicants is rising.


The award gives financial incentives to companies preparing the best project in the field of energy effi ciency and/or in the useof 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 effi cient use of energy was not very high and the number of applicantswas small. By constant broad media coverage, we have increased the number of applications.


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6.3 Coordinated food distribution

Description Some Swedish municipalities have dramatically changed their transport of foodstuffs for day-care centres, schools, homes forthe elderly etc.. Before, suppliers delivered their products to the individual entities themselves, which meant many transportmovements. Now, transport and food are being purchased separately. Suppliers drive their products to a distribution centrefrom which all products are transported by one and the same distributor. This has considerably reduced transport movementsto 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.


Communication strategy Info on the website of the municipality of Borlänge (www.borlange.se).


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Statistical info The distribution network consists of 125 local entities in 4 municipalities. The new sytem has reduced the number of lorrykilometres and related emissions.


Several smaller local suppliers can now sell their products to schools and other local entities. Before, they had to deliver theirgoods themselves, and many did not have the resources to do so. This has led to a higher percentage of regional and organicfoodstuffs being used and more competition. An important part of the new food distribution system is an electronic tradesystem, 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 distributionquickly came up to speed. It can also be a good thing to implement changes within a short time span. We did not have time tothink about everything that could have gone wrong.


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ContactBorlänge kommunAnders Bringborn,Röda v. 5078181 BorlängeSweden


Website :www.borlange.se



ContactVlaamse overheid,Agentschap Ondernemen

im Ampe,oning Albert II-laan 35us 12030 Brusselselgium


Website :www.vlaanderen.be/

cologiepremie

6.4 Ecology grant

Description The Flemish government established in 2004 a scheme of ecology grants. Every year 3 calls for expressions of interest areorganised for businesses with investment projects. Submitted proposals are evaluated and graded and the available budgetfor 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 theinvestment project.

Objectives To encourage businesses to make their production processes more environment-friendly and energy-effi cient.

Target group Any SME in the Flemish region which is planning ecological investments is eligible.


01/10/2004 Measure open-ended. — Communication strategy Newspapers, information meetings. Website with application forms.



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Statistical info The vast majority of ecological investments are done by SMEs. Of all projects proposed, about 88% came from SMEs. During thefirst two calls, demand perfectly matched supply.


All applications met the criteria and every applicant received a grant. After the first call, 240 businesses committed toinvestments worth €334.76 million. The second call resulted in grants to 251 companies, with ecological investments worth€391.44 million.

Lessons learned Because of the action’s success demand is by now far bigger than the available budget. So it has been decided to switch to afixed amount per call.


The ecology grant scheme is inspired by similar actions in the Netherlands, the Milieu-investeringsaftrek and WillekeurigeAfschrijving Milieu-investeringen, which are tax schemes for businesses investing in environment-friendly means of production.



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 avariety of measures, including high effi ciency electric motors, more effi cient plant/machinery and a range of renewable-energy technologies. Before getting a loan, businesses receive an energy review carried out by an approved energy consultant.Any energy effi ciency measures must pay for themselves in no more than 5 years - renewable energy technologies may takelonger.

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 information08/12/2008 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 newheating system and roller doors. Installing suspended gas-fired air heaters has increased the effi ciency 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 automatichigh speed roller doors reducing the amount of heat lost from the building saving 14.9 tonnes of CO2 and £1490 p.a..”


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, worthover £1.6 million and estimated lifetime carbon savings of 19,000 tonnes.


Demand for loans is increasing year on year. Each loan has to be repaid within 4 years for energy effi ciency measures and 8years for renewable energy installations. Repayments go back into the scheme towards future loans.

Lessons learned

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The UK Carbon Trust introduced a similar scheme later. Today we work in partnership to share best practice and re-evaluatecriteria and conditions. This led to simplifying and halving the loan appraisal time to 5 working days.

ContactEnergy Saving TrustMatt Fraser,3rd Floor, Ocean Point 1,94 Ocean Drive EH6 6JHEdinburghUnited Kingdom


Website :www.energysavingtrust.org.uk



ContactMinistry of DevelopmentDimitrios Alexopoulos,

19, Mesogeion Avenue01-92 Athensreece


Website :www.ypan.gr

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 energysources (RESs), energy saving, and substitution of electricity or other conventional fuels with natural gas. The scheme was runas 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 sustainabilityand combating climate change. Reducing dependence on imports of primary energy sources.

Target group All businesses. The majority are SMEs.


07/11/2001 31/12/2008 —


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Statistical info 129 Energy saving projects are being implemented. The annual primary-energy saving is expected to be 2 287 488.78 MWhand annual CO2 emissions are expected to be cut by 796 865.65 t.


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Lessons learned

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