Competitiveness Agenda 25 18dec07 Final1

NEAC competitiveness
Agenda
NEAC: An agenda for the future
NEAC is the acronym for Network of European Automotive Competence. NEAC project is based
on Automotive Industry, developed on local issues from European point of view.
When it started off, in 2005, it has been considered the first step to identify correlations
between Public Policy and Competitiveness at local level, as a way forward to assist Regional
Authorities in shaping their future Strategies.
The main aim is to build a pattern in support of European Automotive Industry. As NEAC has
progressed, it has evolved beyond its original aim. It has been a relevant instrument in
shaping the creation of an EU-wide platform, European Automotive Strategy Network (EASN),
which seeks to bring together partners from the 5 EU funded Automotive projects, plus other
appropriate stakeholders to work towards improving the Competitiveness of the EU Automotive
Industry.
In this way, it becomes a fundamental part of EASN strategy and in order to achieve this goal,
NEAC project has developed powerful information tools, such as NEAC Digital Library, NEAC
Interactive Maps and NEAC Decision Dashboard.
It has identified 3 key address areas for future development activity:
1) Future Skills requirements for the EU Automotive Industry in the next 5, 10, 15 and 20
years;
2) Enabling Automotive Companies to access usable Innovative solutions to improve their

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

the Automotive Industry at all levels.
Kishor Pala
NEAC Project Coordinator
2
The approach: a flexible vision
3 content related Components plus Project Management and Dissemination compose NEAC.
They are connected each other as a chain oriented to the main feature of flexibility, which
makes clear the consistency of the whole project. Each Component focuses on different issues
at local level.
In particular, the C4 has produced a detailed analysis and comparison reference for each
Region, which was the main requirement.
Additional value has been added by the creation of NEAC Digital Library with Interactive Maps
controlled through the NEAC Decision Dashboard.
This enhancement is a direct result of the flexible approach that was adopted as the
programme itself evolved over the past two years, and the two emerging themes of Skills and
Alternative Fuels are currently featured in the library.
For members this option will provide a very quick and efficient way to search and view papers,
documents and articles for research.
Tim Williams
NEAC Component 4 leader
3
Executive summary
The Competitiveness Agenda is a strategic document based on Automotive Industry. It has the
aim to make a visible correlation between successful competence support and Regional
competitiveness agendas, merging together Regional approaches and joining local strategies to
future competitiveness of EU Automotive Regions.
The activities undertaken in writing this Agenda are linked to Regional issues from a policy-
makers perspective: evaluating local policies on Automotive Industry means to pay attention
to local authority perception of the theme.
According with this approach and together with the flexible methodology of research, it has
been possible to draw recommendations on Regional differences, sharing best practices at
European level, in a future perspective.
These recommendations have been finally implemented into so-called NEAC Decision
Dashboard, which are derived from a wide set of investigations that involved all project
components (consequently described along the document), and specific tools – as the NEAC
Digital Library – that have been created specifically for the project. In the following, the
overview of the NDD per each NEAC Region is reported.
The NDDs presented in the following are structured as tables. One table has been produced
per each territory of the NEAC area. Each table includes a description of territorial scenarios
(top part) and a set of recommendations referred to each territory (bottom part).
In the top part, two graphs are reported. Both (i.e. the top-left graph named “Detailed data”
and the right one called “Summary”) show figures concerning four aspects:
Status, which depends on financial resources availability (as derived from C2) and
financial framework of territory and companies (as taken from C3);
Projection, which depends on the territorial tendency to establish networks (taken

from C2), to the mentality (taken from C2) and to customers’ attention (namely the
customer care strategies as taken from C3);
Workflow, which depends on the level of skills (C2) and the process effectiveness
(derived from C3);
Consequences & expected scenario that group technological framework and attitude
to innovate from certain territory (C2), and learning and growth (C3).
In the left side the aspects and their bricks can be observed; in the right one, just each aspect
expressed as a weighted average (see Appendix 2) is reported. In both there a threshold is
clearly shown: below means that a given aspect should be improved, over that a given
potential is well represented. The recommendation reported above take the move from this:
4
wherever a certain aspect is below the threshold and it should be improved, some
recommendations are provided, partly based on the results taken from NDL. Recommendations
are structured as an action plan based on the different aspects reported above (status,
workflow, etc.).
As a preliminary conclusion, the results from the NEAC Decision Dashboards show that overall
the Regions that have taken part in NEAC demonstrate that in general they have the necessary
competence to play an important role in the future automotive industry in Europe. Moreover,
the Regions have the actual chance – thanks to the contacts established during the project –
to strengthen mutual relationships in promoting common business, new initiatives and projects
at European level.
An important added value, in this direction, comes from the emerging themes that NEAC has
identified. These are:
- the identification of the Skills needed to improve the core competences in the current
and mainly future employees in automotive domain;
- the wide set of opportunities provided by the Alternative Fuels and Powertrains in the
vehicles’ design and development;
- and finally the creation of more advanced Automotive Clusters.
These themes, combined with the need to work with more Regions, has enabled NEAC to
influence 5 complimentary EU funded projects to unite to form the European Automotive
Strategy Network (EASN), which will be launched at the end of 2007.
All methodological results are reported in Appendix 2.
5
Hungary (Magyarország)
Detailed data Summary
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
CONSEQUENCED
WORKFLOW
SCENARIO
STATUS
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
C3:
C2:
STATUS PROJECTION WORKFLOW CONSEQUENCES
& EXPECTED
Recommendations
NAME Hungary (Given the general positive results, urgent intervention are not strictly required)
(Intervention Priority)
STATUS and The status of Hungary is good for what concern that financial resources available while the financial structure could be enriched.
MOTIVATION
WORKFLOW The workflow of Hungary is also good. The region has a highest level of process that could improve the low skills resources in short term. The
Region is able at starting new research projects belonging to the relevance area.
PROJECTION The projection of Hungary is good: the territorial development has been achieved. A little bit more attention could be paid to the customer care
field.
CONSEQUENCES and The consequences and the expected scenario of Hungary are good: the region resources allow to carry out the research projects belonging to the
EXPECTED SCENARIO interest area. Despite this, some efforts are needed to consolidate the innovation extent.
RESEARCH ISSUES •hybrid-electric-conventional engine vehicle; •oil

•coal oven steam vehicle •combustion
in which it should be •alternative fuels vehicle •innovation
paid attention •non conventional oil •renewable energy
(according with the domain •diesel type biofuel •natural gas
identified in NEAC Digital •Biodiesel •vegetable oil
Library) •air vehicle
Figure 1 - NDD for Hungary (Magyarorszàg)
6
Province of Reggio Emilia (Provincia di Reggio Emilia)

6 Good 6
3
To be improved
0 0
TECHNOLOGY
PROJECTION
CONSEQUENCED
WORKFLOW
STATUS
SCENARIO
INNOVATION
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
& EXPECTED
Recommendations
NAME Province of Reggio Emilia (Intervention could be helpful to strengthen the territorial development)
STATUS and The status of Province of Reggio Emilia is evaluated as good as its financial position allows to start off new research projects which belong to the
MOTIVATION priorities identified by the European Commission policies as depicted in the NEAC digital library. In order to keep the project orientation and
technological transfer as high as possible, some further activities should be paid in the consolidation of the financial resources.
WORKFLOW The workflow of Reggio Emilia should be improved. In particular, it has to be pointed out that the skills system should be extended and this
could provide a important impact towards the entire industrial process which could be strengthen by these wide set of competences in the short- and
medium- term.
PROJECTION The projection of Reggio Emilia vision is evaluated as good. Therefore, it can be concluded that the territory development is following an active and
fruitful process. Despite this some work should be done in order to improve the network system and the customer care field.
CONSEQUENCES and The consequences and the expected scenario of Reggio Emilia are also considered as good by the figures. It means that the region resources
EXPECTED SCENARIO allow to carry out the research projects belonging to the interests’ area expressed by the NEAC regions. Despite this, some work should be made
in order to consolidate the learning & growth extent.
RESEARCH ISSUES • hybrid-electric-conventional engine vehicle; • vegetable oil

• coal oven steam vehicle • oil
in which it should be • alternative fuels vehicle • combustion
paid attention • non conventional oil • innovation
(according with the domain • diesel type biofuel • alternative fuels
identified in NEAC Digital • biodiesel • gas
Library)
Figure 2 - NDD for Province of Reggio Emilia
7
North Rhine-Westphalia (Nordrhein-Westfalen)
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
CONSEQUENCED
WORKFLOW
SCENARIO
STATUS
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C2:
C2:
C2:
C3:
C3:
C2:
C2:
C3:
C2:
& EXPECTED
Recommendations
NAME North Rhine-Westphalia (Intervention could be really helpful to strengthen the territorial development).
STATUS and The status of North Rhine-Westphalia should be improved, according to the figures collected and evaluated. In particular, the financial structure
MOTIVATION and status recommend to start off new research projects in the NEAC priority area (i.e. the issues closer to the European Commission policies).
The effect of these actions, could therefore contribute to strengthen the overall regional financial resources availability.
WORKFLOW The workflow of North Rhine-Westphalia is judged should be improved. The level of skills is not enough to improve the process level.
PROJECTION The projection of North Rhine-Westphalia is evaluated as good: the development of the territory is actually carried out. Despite of the projection can
rely on a good stakeholders’ mentality and network should be better projected towards this attention. Some work are recommended to strengthen
the customer care field.
CONSEQUENCES and The consequences and the expected scenario of North Rhine-Westphalia should be improved: the region resources may not allow to carry out the
EXPECTED SCENARIO research projects belonging to the interests’ area expressed by the NEAC regions area. Learning and growth are a key topic that should be
promoted.
RESEARCH ISSUES •hybrid-electric-conventional engine vehicle;

•coal oven steam vehicle
in which it should be •alternative fuels vehicle
paid attention •non conventional oil
(according with the domain •diesel type biofuel
identified in NEAC Digital •biodiesel
Library)
Figure 3 - NDD for North Rhine-Westphalia (Nordrhein-Westfalen)
8
Samara (Самара)
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
WORKFLOW
PROJECTION
STATUS
SCENARIO
CONSEQUENCED
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
C3:
C2:

& EXPECTED
Recommendations
NAME Samara (Intervention could be really helpful to strengthen the territorial development). Since C3 analysis has not been conducted for this region,
(Intervention Priority) the analysis is not conducted strictly following the procedure.
STATUS and According to the data available (non complete), the status of Samara should be improved: the financial position of this Region may allow to start
MOTIVATION off new research projects belonging only to the priority area. The financial resources have to be improved.
WORKFLOW According to the data available (non complete), the workflow of Samara is good: when the status and the projection will be also good, the region
may start new research projects belonging to the relevance area (using also the special role to be not a direct European member state, but being
interesting for European Commission a other partners). Despite this, the workflow resources could be extended.
PROJECTION According to the data available (non complete), the projection of Samara should be improved: the development of the territory should be actively
pursuit. The Region networking should be enriched and the stakeholders mentality should be changed.
CONSEQUENCES and The consequences and the expected scenario of Samara are good: when the status will be good the region resources may allow to carry out the
EXPECTED SCENARIO research projects belonging to the interest area (once again using the special role to be not a direct European member state, but being interesting
for European Commission a other partners). Despite this, the consequences and expected scenario resources could be generally improved.

Library)
Figure 4 - NDD for Samara (Самара)
9
Saxony (Sachsen)
6 Good 6
3
To be improved
0 0
TECHNOLOGY
PROJECTION
CONSEQUENCED
WORKFLOW
STATUS
SCENARIO
INNOVATION
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
& EXPECTED
Recommendations
NAME Saxony (Intervention could be helpful to strengthen the territorial development)
STATUS and The status of Saxony should be improved according to the figures collected and evaluated. In particular, the financial resources recommend to
MOTIVATION start off new research projects in the NEAC priority area (i.e. the issues closer to the European Commission policies). The effect of these actions,
could therefore contribute to strengthen the overall regional financial structure and system.
WORKFLOW The workflow of Saxony is evaluated as good: when the status and the projection will be good and the region will maintain enough skills and
process resources, it will be possible to start new research projects which belong to relevance’s areas as represented by the NEAC Digital Library.
Particulary, some effort is needed in order to extent the skills of the Region.
PROJECTION According to the analysis, the Saxony projection is evaluated as good: as a matter of fact, still some works could be done in providing a more
effective customer care network. In the meanwhile, mentality of the decision makers is already oriented towards a stronger attention to well-
developed cross-territorial networking, as well as business that could be generated within European projects and programmes related tasks.
CONSEQUENCES and The consequences and the expected scenario of Saxony are evaluated as good: some work should be made in order to maintain the technology and
EXPECTED SCENARIO innovation level high, paying stronger attention in particular to the wide set of possibilities provided by the 7th Framework Programme of the
European Commission, in particular with reference to the NEAC regions’ interests area (mainly grouped within the Transport and Energy
Workprogramme).
RESEARCH ISSUES • hybrid-electric-conventional engine vehicle;

• coal oven steam vehicle
in which it should be • alternative fuels vehicle
paid attention • non conventional oil
(according with the domain • diesel type biofuel
identified in NEAC Digital • biodiesel
Library)
Figure 5 - NDD for Saxony (Sachsen)
10
Saxony-Anhalt (Sachsen-Anhalt)
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
CONSEQUENCED
WORKFLOW
STATUS
SCENARIO
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
& EXPECTED
Recommendations
NAME Saxony-Anhalt (Intervention could be helpful to strengthen the territorial development).
STATUS and The status of Saxony-Anhalt is evaluated as good: the financial position of this Region allows the starting off of new research projects belonging to
MOTIVATION the priority area as highlighted by European Commission and depicted in NEAC Digital Library. According to the figures, there is room for further
consolidation and improvement of the regional financial structures and resources.
WORKFLOW The workflow of Saxony-Anhalt should be improved: the region may not have enough skills and process resources to start new research projects
belonging to the relevance’s areas as represented by the NEAC Digital Library. The level of skills could not support the process level, that could be
consolidated in this way.
PROJECTION The projection of Saxony-Anhalt is evaluated as good. Therefore, the territorial development is actively carried out. When the workflow will be
good it will be possible to start new research projects belonging to the relevance areas as reported in the digital library. Suggestions could be to
even more stimulate the mentality of the decision makers towards the networking processes, both among public institutions, and different
companies internally and externally in respect to the NEAC area.
CONSEQUENCES and The consequences and the expected scenario of Saxony-Anhalt are good: the region resources allow to carry out the research projects belonging to
EXPECTED SCENARIO the main interest area. As – according to the data – technology, innovation and learning and growth policies have to be preserved. A strong
attention both to the 7 Framework Programme and CIP should be paid, in order to consolidate the regional technological framework.

Library)
Figure 6 - NDD for Saxony-Anhalt (Sachsen)
11
Slovenia (Slovenija)
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
WORKFLOW
STATUS
SCENARIO
CONSEQUENCED
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
C3:
C2:
& EXPECTED
Recommendations
NAME Slovenia (Intervention could be helpful to strengthen the territorial development)
STATUS and The status of Slovenia should be improved: the financial position of this region allows the starting off of new research projects belonging to the
MOTIVATION priority area. These project will be helpful to improve the financial resources and structures.
WORKFLOW The workflow of Slovenia is good: the highest level of process and skills should be employed to consolidate the Region financial status. When the
status will be good, the projection resources allows at starting and to taking part in research projects belonging to the relevance area.
PROJECTION The projection of Slovenia is good: the development of the territory is actively pursuit. More could be made in the customer care field: in this way a
the improvement process could be lead by the high cross-territorial networking and the by the attentive stakeholders mentality.
CONSEQUENCES and The consequences and the expected scenario of Slovenia is good: the level of technology and innovation is very high. In order to start and to take
EXPECTED SCENARIO part in research projects belonging to the interest area, the Region status have to be enhanced and the consequences & expected scenario
resources could be helpful in this way.

identified in NEAC Digital • Biodiesel
Library)
Figure 7 - NDD for Slovenia (Slovenija)
12
Community of Valencia (Comunitad Valenciana)
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
WORKFLOW
SCENARIO
CONSEQUENCED
STATUS
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
C3:
C2:
& EXPECTED
Recommendations
NAME Community of Valencia (Intervention could be really helpful to strengthen the territorial development).
STATUS and The status of Community of Valencia is should be improved. The financial position of this Region allows the starting off of new research projects in
MOTIVATION the priorities identified by the European Commission policies; despite this some efforts are required to improve the Region status in terms of
resources and structures.
WORKFLOW The workflow of Community of Valencia should be improved. In particular, it has to be pointed out that the skills system is quite strong and this
medium- term.
PROJECTION The projection of Community of Valencia is should be improved. The territorial development can be actually obtained. The customer care field is
well-structured and could lead the strengthen of workflow issues, in order to make this development even more systematic and effective.
CONSEQUENCES and The consequences and the expected scenario of Community of Valencia are good: the highest level of innovation are enough to compensate the low
EXPECTED SCENARIO level of technology. However, when the status will be good, the region resources will allow to carry on the research projects belonging to the interest
area for NEAC area, as it already happening with the strong attention that this region is putting – for instance – to the topics of 7 Framework
Program.

Library)
Figure 8 - NDD for Community of Valencia (Comunidad Valenciana)
13
Wales
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
STATUS
SCENARIO
CONSEQUENCED
WORKFLOW
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
& EXPECTED
Recommendations
NAME Wales (Intervention could be really helpful to strengthen the territorial development)
STATUS and The status of Wales is evaluated as good, particularly for what concern the availability of financial resources. More attention towards the
MOTIVATION development of the financial structures should be paid. To do this, research oriented initiatives, particularly related to the 7 Framework Program and
concerning the NEAC priority area (i.e. the issues closer to the European Commission policies) should be encouraged. In the meanwhile,
opportunities coming from other areas of European Commission as CIP (concerning the venture capitalist and financial support for new initiatives)
should be strongly investigated.
WORKFLOW The workflow of Wales should be improved. In this case, the region may not have enough skills and process to start off new research projects
belonging to the relevance’s areas as represented by the NEAC Digital Library. This is also allowed by the really relevant automotive industrial
framework for this region. Moreover, the enforcement of the level of skills could steer an even more effective impact in industrial processes and
simulate the companies growing.
PROJECTION The projection of Wales should be improved. The development of the territory should be more actively and actually pursuit. To even more
stimulate the effectiveness of industrial framework, it could paid more resources and attention to the customer care strategies and to the
stakeholders mentality oriented to the development of a cross-territorial networking.
CONSEQUENCES and The consequences and the expected scenario for Wales are good. This means that the region resources will allow to carry on the research projects
EXPECTED SCENARIO belonging to the interest area for NEAC region, particularly in the area of Interregg process, in strong alignment with NEAC results. In order to
extend technology and innovation, activities should be promoted in 7 Framework Programs and CIP:

Library)
Figure 9 - NDD for Wales
14
West Midlands
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
STATUS
SCENARIO
CONSEQUENCED
WORKFLOW
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
& EXPECTED
Recommendations
NAME West Midlands (Intervention could be really helpful to strengthen the territorial development)
STATUS and The status of West Midlands should be improved. The financial position of this region allows the starting off of new research projects belonging to
MOTIVATION the priority area since now and without main trouble. Despite this, some efforts is needed in order to extent the availability of financial resources
and to provide a more solid financial structure.
WORKFLOW The workflow of West Midlands should be improved. The Region skills and process resources may not be enough in order to start new research
projects belonging to the relevance area as depicted by digital library.
PROJECTION The projection of West Midlands is good. As there is room for a further development of territorial potentiality, the very positive mentality of the
stakeholders and the well-structured networking policies should be preserved both using European based initiatives as NEAC, both improving
dialogues among companies. These activities could be oriented towards a more extra-territorial attitude to the customer care filed.
CONSEQUENCES and The consequences and the expected scenario of West Midlands are good. The region resources will allow to carry on the research projects belonging
EXPECTED SCENARIO to the interest area. The highest level of learning and growth resources should be employed to strengthen the technology and innovation extent.

Library)
Figure 10 - NDD for West Midlands
15
Table of content
NEAC: An agenda for the future............................................................................................................................. 2
The approach: a flexible vision............................................................................................................................... 3
Executive summary..................................................................................................................................................... 4
Table of content.......................................................................................................................................................... 16
List of figures ............................................................................................................................................................... 17
List of tables................................................................................................................................................................. 18
The role of C4 within NEAC Project description.............................................................................................. 19
The C2: results of territorial overview and scenario’s awareness........................................................... 20
Introduction and added value of this analysis towards the NEAC final outcome ....................... 20
Main findings of the territorial analysis ............................................................................................... 20
C3: Results of NEAC territories benchmarking............................................................................................... 51
Introduction and added value of this analysis towards the NEAC final outcome ....................... 51
C4: the NEAC Digital Dashboards........................................................................................................................ 79
Introduction ............................................................................................................................................... 79
Results presentation and preliminary conclusions ............................................................................ 80
Appendix 1: NEAC Digital Library ........................................................................................................................ 92
Introduction ............................................................................................................................................... 92
NEAC Digital Library (NDL) .................................................................................................................... 93
NEAC Interactive Map (NIM).................................................................................................................. 96
NDL and NIM main results.................................................................................................................................... 101
Appendix 2: NEAC Decision Dashboard methodology ............................................................................... 102
Introduction: how to merge C2, C3 and C4 ..................................................................................... 102
Actions for decision makers: merging table ..................................................................................... 102
Actions for decision makers: template .............................................................................................. 109
Hungary (Magyarorszàg) .............................................................................................................................. 110
North Rhine-Westphalia (Nordrhein-Westfalen) .................................................................................. 111
Province of Reggio Emilia (Provincia di Reggio Emilia) ..................................................................... 113
Samara (Сама́ра) ................................................................................................................................... 115
Saxony (Sachsen)............................................................................................................................................ 117
Saxony-Anhalt (Sachsen-Anhalt)............................................................................................................... 119
Slovenia (Slovenija) ........................................................................................................................................ 121
Community of Valencia (Comundad Valenciana)................................................................................. 123
Wales .................................................................................................................................................................... 125
West Midlands ................................................................................................................................................... 127
Recommendation flow-down................................................................................................................ 129
Hungary (Magyarorszàg) .............................................................................................................................. 130
North Rhine-Westphalia (Nordrhein-Westfalen) .................................................................................. 134
Province of Reggio Emilia (Provincia di Reggio Emilia) ..................................................................... 138
Samara (Сама́ра) - data partially not available .............................................................................. 141
Saxony (Sachsen) .................................................................................................................................. 144
Saxony-Anhalt (Sachsen-Anhalt)............................................................................................................... 147
Slovenia (Slovenija) ........................................................................................................................................ 152
Community of Valencia (Comunidad Valenciana)................................................................................ 155
Wales .................................................................................................................................................................... 158
West Midlands ................................................................................................................................................... 162
REFERENCES.............................................................................................................................................................. 166
16
List of figures
Figure 1 - NDD for Hungary (Magyarorszàg) .................................................................................................... 6
Figure 2 - NDD for Province of Reggio Emilia ................................................................................................... 7
Figure 3 - NDD for North Rhine-Westphalia (Nordrhein-Westfalen) ................................................................... 8
Figure 4 - NDD for Samara (Самара)...................................................................................................................... 9
Figure 5 - NDD for Saxony (Sachsen) ................................................................................................................... 10
Figure 6 - NDD for Saxony-Anhalt (Sachsen)....................................................................................................... 11
Figure 7 - NDD for Slovenia (Slovenija)................................................................................................................. 12
Figure 8 - NDD for Community of Valencia (Comunidad Valenciana) .............................................................. 13
Figure 9 - NDD for Wales......................................................................................................................................... 14
Figure 10 - NDD for West Midlands ....................................................................................................................... 15
Figure 11 - C2 summary for Hungary (Magyarorszàg) ............................................................................... 22
Figure 12 - C2 summary for North-Rhine Westphalia (Nordrhein-Westfalen) ................................... 25
Figure 13 - C2 summary for Province of Reggio Emilia (Provincia di Reggio Emilia) ...................... 28
Figure 14 - C2 summary for Samara (Сама́ра) ............................................................................................. 31
Figure 15 - C2 summary for Saxony (Sachsen)............................................................................................. 34
Figure 16 - C2 summary for Saxony-Anhalt (Sachsen-Anhalt) ............................................................... 37
Figure 17 - C2 summary for Slovenia (Slovenija)......................................................................................... 40
Figure 18 - C2 summary for Community of Valencia (Comunidad Valenciana) ................................ 43
Figure 19 - C2 summary for Wales ..................................................................................................................... 46
Figure 20 - C2 summary for Wales ..................................................................................................................... 49
Figure 21 – C3 summary for Hungary (Magyarorszàg)............................................................................... 54
Figure 22 – C3 summary for North Rhine-Westphalia (Nordrhein-Westfalen)................................... 57
Figure 23 – C3 summary for Province of Reggio Emilia (Provincia di Reggio Emilia) ..................... 60
Figure 24 – C3 summary for Saxony (Sachsen)............................................................................................ 63
Figure 25 – C3 summary for Saxony-Anhalt (Sachsen-Anhalt)............................................................... 66
Figure 26 – C3 summary for Slovenia (Slovenija) ........................................................................................ 69
Figure 27 – C3 summary for Communty of Valencia (Comunidad Valenciana)................................. 72
Figure 28 – C3 summary for Wales .................................................................................................................... 75
Figure 29 – C3 summary for West Midlands ................................................................................................... 78
Figure 30 - NDD for Hungary (Magyarorszàg)................................................................................................ 81
Figure 31 - NDD for Province of Reggio Emilia............................................................................................... 82
Figure 32 - NDD for North Rhine-Westphalia (Nordrhein-Westfalen) ............................................................... 83
Figure 33 - NDD for Samara (Самара) ................................................................................................................. 84
Figure 34 - NDD for Saxony (Sachsen)................................................................................................................. 85
Figure 35 - NDD for Saxony-Anhalt (Sachsen) .................................................................................................... 86
Figure 36 - NDD for Slovenia (Slovenija) .............................................................................................................. 87
Figure 37 - NDD for Community of Valencia (Comunidad Valenciana)............................................................ 88
Figure 38 - NDD for Wales ...................................................................................................................................... 89
Figure 39 - NDD for West Midlands ....................................................................................................................... 90
Figure 40 - NDL Home page .................................................................................................................................. 93
Figure 41 - NEAC Digital Library: folder concept hierarchy....................................................................... 95
Figure 42 - NEAC Digital Library: document upload mask......................................................................... 95
Figure 43 - NEAC Interactive maps .................................................................................................................... 97
Figure 44 - NEAC Interactive maps: a single example................................................................................ 98
Figure 45 - NEAC NDL results ............................................................................................................................. 101
Figure 46 - This graph shows the content of table 1 (merging table- step 1) by histograms,
respecting the same rank (1. to be launched , 2. to be improved, 3. medium, 4. good, 5.
excellent). ................................................................................................................................................................... 105
respecting the same rank (≤ 3 = to be improved; > 3 = good). ......................................................... 108
17
List of tables
Table 1 Merging table - step 1: the judgement belongs to a five step rank (1. to be launched ,
2. to be improved, 3. medium, 4. good, 5. excellent) and it resumes the performance of the
Region. The percentage shows the cases in which the Region is above the NEAC average. ..... 104
Table 2 Merging table - step 2: this table resumes for each item (status, projection, workflow,
consequences & expected scenario) C2 and C3 data in a unique judgment. Obtaining a
arithmetic mean over 3, the global judgment is good, under 3 to be improved. ........................... 106
consequences & expected scenario) C2 and C3 data in a unique judgment.................................... 107
Table 4 Action template ....................................................................................................................................... 109
Table 5 Action template for Hungary(Magyarorszàg)............................................................................... 110
Table 6 Action template for North Rhine-Westphalia (Nordrhein-Westfalen)................................... 112
Table 7 Action template for the Province of Reggio Emilia (Provincia di Reggio Emilia)Region 114
Table 8 Action template for Samara (Сама́ра)............................................................................................. 116
Table 9 Action template for Saxony (Sachsen) ............................................................................................ 118
Table 10 Action template for Saxony-Anhalt (Sachsen-Anhalt) ............................................................ 120
Table 11 Action template for Slovenia(Slovenija) ....................................................................................... 122
Table 12 Action template for Valencia(Comunidad Valenciana) ............................................................ 124
Table 13 Action template for Wales .................................................................................................................. 126
Table 14 Action template for West Midlands ................................................................................................. 128
Table 15 Conclusive recommendation flowdown for Hungary (Magyarorszàg) ............................... 133
Table 16 Conclusive recommendation flow-down for North Rhine-Westphalia(Nordrhein-
Westfalen)................................................................................................................................................................... 137
Table 17 Conclusive recommendation flowdown for Province of Reggio Emilia (Provincia di
Reggio Emilia) ........................................................................................................................................................... 140
Table 18 Conclusive recommendation flowdown for Samara (Сама́ра) ............................................. 143
Table 19 Conclusive recommendation flowdown for Saxony(Sachsen).............................................. 146
Table 20 Conclusive recommendation flowdown for Saxony-Anhalt (Sachsen-Anhalt) ............... 151
Table 21 Conclusive recommendation flowdown for Slovenia(Slovenija) .......................................... 154
Table 22 Conclusive recommendation flowdown for Valencia(Comunidad Valenciana) ............... 157
Table 23 Conclusive recommendation flowdown for Wales ..................................................................... 161
Table 24 Conclusive recommendation flowdown for West Midlands .................................................... 165
18
The role of C4 within NEAC Project description
The key considerations for planning the delivery of C4 are the outputs from C2 (Regional level
support policy and Regional Competence) and C3 (Competitiveness of individual businesses
and therefore the Competitiveness of Regions). C2 and C3 are outputs, from which the main
result from NEAC should be drawn considering all relevant fields of interest and thematic
aspects, to establish common areas and complementarities between the partners.
The added value of this project is provided by the relevance of discussions of expertise and ad-
hoc working groups (e.g. alternative fuels and future skills) which guarantee the flexible
approach with no path dependence.
The Competitiveness Agenda is supported by digital tools which furnish completeness to the
European Automotive scenario:
NEAC Digital Library (NDL) is based on a technological framework. NDL permits to gather
systematically relevant Automotive documents both at a Regional and EU level. Each document
uploaded in the library has an abstract which permits a quick pre-read.
NEAC Interactive Maps (NIM) are obtained by the NDL. The NIM are provided in two
different views:
• The first one represents trends, rank and values as a whole, non-geographically
referenced.
• When applicable, the second view should show how the trends, rank and other elements
in the interactive maps are re-allocated in each of the territory investigated by the
partners in C2 and C3. This second representation will provide the so-called competitive
indicators per each Region as well as the areas in which they should operate to improve
district competitiveness.
NEAC Decision Dashboard (NDD) suggest a set of concrete solutions moving from the
above mentioned tools findings and analysis conducted in C2 and C3.
19
The C2: results of territorial overview and scenario’s
awareness
Introduction and added value of this analysis towards the NEAC

final outcome
The activity covered under this Component is the creation of reports for the assessment of the
Automotive Competence of Regional partners’ supply base.
The relevant areas will be investigated in terms of:
• Public policy (e.g. Research and Development, Technology Transfer, Innovation and
Skills)
• Cluster Demographics (e.g. technological focus, institutional framework and strategic

scope)
• Success perspectives.
Each Region presents several traditions, skills and areas of excellence. This kind of analysis
highlights the difficulties in comparing different mentalities and approaches in education and
subsequently, in considering as priority different research fields.
This Component provides a flexible network of cultural backgrounds: the importance of C2 lies
in the possibility to better understanding the European system as a complex machine which
should be delivered towards a unique direction.
Main findings of the territorial analysis
Each NEAC Region has been evaluated at three levels:
• The first part shows the territorial features from a static point of view, as starting level
to build and realise efficient policies.
• The second step regards the same Regional partner, but it is researched by instrumental
approach. The elements in the graph are the ingredients, which foster the deployment
of local policies.
• Finally, a general comment is reported.
In summary, this Component guarantees an analytic glance, starting from the past, developing
in the present and suggesting the future for each partner.
20
HUNGARY (Magyarorszàg)
This Region presents a low academic education rate

(10%) and no other educational information is available.
The developed technological field is focused not only on

intellectual works or lights and electricity but also on
vehicle manufactures, metal processing and related
production.
The attention on Automotive Innovations is not on

specific on training activities.
It entails Regional Cluster activities in marketing and

target Regional policy-making, stimulation of Automotive-
related Innovation and Benchmarking.
The relevant areas of strategic Competitiveness include

Convergence, Recycling, Safety systems and Technology
production.
The inter-sectoral linkage with Software and Electric

Industry; Plastic and Textile sector, facilitates science-to-
business technology transfers.
21
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Regional capital structure

Role of financial institutions
Financial Basel 2 compliance
resources Venture Capital

Subsidized financial support
Regional business support
Technology & innovation transfer
Targeted support & innovative capacity

EU&national subsidity programs
Innovation and
R&D transfer Strategy meetings/circles and R&D intiatives
R&D spin-off
External innovation & technology transfer

Match making
Monitoring planned investment
Levels of planned investment

Technology
Regional technology fairs
Network participation at fairs outside the region

Intersectoral spillover
B2B%business facilitation
Targeted support
Balance of market positions

Network
Reducing legal barriers to competitiveness
Fragmentation in the regional network

Permeability of network
Mechanisms challenging mentality barriers

Integration & acceptance of foreign workforce
Mentality Acceptance of foreign management

Acceptance of foreign cultures
General work attitude/ ethic & CI

Skills monitoring
Matching skills demand

Workforce Skills
Skills
Workforce age structure
Future supply of skilled workforce

Language skills
Figure 11 - C2 summary for Hungary (Magyarorszàg)
22
Comments:
Considering the low Hungarian extent of mentality barriers and acceptance of foreigners, both
in work context and social life, this Region should focus its energies on higher level of
professional qualification to lead young people to technical and scientific orientation.
Despite the generic activities in Automotive Innovations, the Cluster potentials are fostered by
several technology transfers and institutional resources.
The future attitude will show the inter-sectorial efforts in R&D initiatives, involving business
market and labour market according to European regulations.
23
NORTH RHINE-WESTFALIA (Nordrhein-Westfalen)
The Region presents a higher technical degree rate (17%)

than academic education one (12%), but also a relevantly
high percentage of employees with other qualifications
(71%).

intellectual works, R&D, lights and electricity but also on
vehicle manufacturers, metal processing and related
production.
The attention on Automotive Innovations is specific on

training activities: NRW Auto is an exemplary web-based,
match making platform which facilitates Regional and
Inter-Regional supply chain cooperation.
It also entails Regional Cluster marketing and target

Regional policy-making and stimulation of Automotive-
related Innovation.

Convergence, Recycling and Safety systems.
The inter-sectoral linkage with Software and Electric

Industry; Plastic and Textile sector, facilitates science-to-
business technology transfers.
24
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Innovation and EU&national subsidity programs

R&D spin-off
Match making
Technology
Targeted support
Network


Skills monitoring
Workforce Skills
Skills
Language skills
Figure 12 - C2 summary for North-Rhine Westphalia (Nordrhein-Westfalen)
25
Comments:
Considering the high extent in workforce skills, but the insufficient acceptance of foreign
cultures, this Region should focus its energies on higher level of professional qualification and
immigrants’ integration to move towards a more equal and balanced civic policy.
Studies are monitored to have more information and plan an NRW-wide network centre for the
Automotive Industry as a Contact Point for all Automotive specific questions and problems. The
Automotive Competences are fostered by NRW auto’s seminars and exchanging platforms to
be discussed.
“Fuels for the Future” base will be a relevant way to identify potential network partners, their
strategies and development paths; acquisition and combination of all relevant Competences in
the value-added process from fuel production through to the consumer; creation of a sound
basis for expanding, settling and founding companies.
The technological advanced field in metal works and production will gain economic advantages:
the financial potentials are fostered by the NRW Bank, which intends to improve information
about funding instruments by centralising financial support tools, which will also generate new
Innovative financing products for companies.
The future expectations show that the national and local transfers are stimulating R&D spin-
off.
26
PROVINCE OF REGGIO EMILIA (Provincia di Reggio Emilia)
The Italian Province of Province of Reggio Emilia presents

a low academic education (only 5%), but it provides a
renowned educational technique: Reggio’s Approach to
childhood education.

Audio Systems, Engine Components, but also on
Alternative Fuels and Injection Technologies, Passenger
Security and Safety sector; Metal Processing and related
production.
The local mentality shows proactive political and

municipal policy for local welfare and social planning. It
includes education and lifelong learning, employment
policies and citizen’s rights.

training activities and target Regional policy-making.
The relevant areas of Strategic Competitiveness include

design, energy and safety systems.
Automotive R&D is stimulated just on company level, and

the inter-sectoral linkage with Motorcycle, Railway and
Agriculture Machinery, facilitates science-to-business
technology transfers.
27
REGGIO EMILIA
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R&D spin-off
Match making
Technology
Targeted support
Network



Skills monitoring

Workforce Skills
Skills
Language skills
Figure 13 - C2 summary for Province of Reggio Emilia (Provincia di Reggio Emilia)
28
Comments:
Considering the high level of educational skills, Province of Province of Reggio Emilia should
focus its energies on highest rates of skills to develop a complex training system.
Implementation of the Regional Plan is centred on “Research, Innovation and Technology

Transfer” to increase the capacity of companies to apply and deliver R&D in co-operation with
universities and other knowledge providers towards the Regional Automotive supply base.
The Regional businesses widely support the Regions’ activities, especially in R&D spin-off.
29
SAMARA (Сама́ра)
The Russian Samara Region presents not only an

important academic education (Regional Quality Institute
and Volga Quality Club), but also a developed
technological field, focused on technical production of
small components and machinery. The Region is involved
in Alternative Fuels studies and Injection Technologies.
With regard to the cultural mentality, Samara’s

administration offers facilitation in order to stimulate the
environmental aspect and improve the quality and
management, leading finally to higher quality of life; this
awareness leads to pay more attention on specific
Innovations, such as training activities, stimulation of
Automotive-related Innovation, Supply-Chain
Management support, implementation of Quality
Management, targeted Regional policy-making,
implementation of EU guidelines (energy, CO-emissions
trading).

Design, Energy & Environment and Safety Systems.
Despite Automotive R&D is not enough stimulated by

public institutions or private companies, an inter-sectoral
linkage with Aerospace, Railway and Petrol Chemical
Industry facilitates science-to-business transfers; export
market is oriented to not-EU areas (99.5%).
30
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R&D spin-off
Match making
Technology
Targeted support
Network


Skills monitoring
Workforce Skills
Skills
Language skills
Figure 14 - C2 summary for Samara (Сама́ра)
31
Comments:
Samara presents a fruitful situation in financial resources, where supporting investments

derived by Regional businesses, subsidised venture capital and institutional resources.
The efficiency of the system is due to a matchmaking of partners and foundation of joint
enterprises with a share of foreign capital and foreign technologies, which proposed for the
future the implementation of large scale infrastructure and mobility projects, e.g. inter-modal
logistics node in Togliatti area.
With regard to the Automotive Clusters, a new AVTOVAZ car assembling in Togliatti has been
planned, increasing volume of Regional yearly car production by 450,000 new cars, providing
market and cooperation opportunities for suppliers on 3 levels: joint ventures, purchase of
licenses and/or joint development of components.
32
SAXONY (Sachsen)
The Saxony Chemnitz-Zwickau Region presents a higher

technical degree rate (15%) than academic education one
(5%), but also a relevant high percentage of employees
with other qualifications (80%). The developed
technological field is focused on the production of
technologies and Safety Sector; Mechatronic supplies,
related materials and production technologies;
Powertrain, Engines and Power Engineering.
Local activity of AMZ Lounge offers the creation of a

friendly climate among Regional suppliers and information
brokerage on Automotive development trends; the
attention on specific Automotive Innovations relates to
training activities, with IAW e. V.Industry which drives
R&D and technology transfer network and stimulates
Automotive-related Innovation.

Convergence, Digital Design, Recycling and Safety
Systems. Companies in supply-chain field stimulate
Automotive R&D. The inter-sectoral linkage between
Machinery and Chemical Industry; the majority of export
market is oriented to EU areas (80%).
33
SAXONY (Sachsen)
SAXONY
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R&D spin-off
Match making
Technology
Targeted support
Network


Skills monitoring
Workforce Skills
Skills
Language skills
Figure 15 - C2 summary for Saxony (Sachsen)
34
SAXONY (Sachsen)
Comments:
The Region presents a good situation in financial resources, in particular in subsidised financial
support for external innovations. This peculiarity in accordance with a strong inter-sectorial
spill over will produce a wide participation of Regional Competitive Networks to Technology
Fairs outside the Region.
The better working of networks, in general and in particular for Automotive base supply is
linked to the balance of market position, with a low rate of targeted support which should be
re-planned.
As regard as the Automotive Clusters, European Centre of Competence Mg-Light Weight

Construction, includes the creation of a European technology platform for Innovative
applications.
35
SAXONY ANHALT (Sachsen-Anhalt)
This Region presents a good academic educational level

(25%), due to the VDTC - Virtual Development and
Training Centre; while the technical degree rate is lower
(15%). The developed technological field is focused not
only on Production Technologies, Electric Sector and
Safety and Engineering Systems, but also on Virtual
Design and Digital Manufacturing, Passenger Security and
Safety Sector; Metal Processing and related Production.
The attention to Automotive Innovations is on training

activities and it targets Regional policy-making.
Relevant areas of strategic Sompetitiveness include

Energy and Safety Systems.
Automotive R&D is dynamised by public institutions and

on company level, and the inter-sectoral linkage with
Vehicle Construction and Electric Industry, which
facilitates science-to-business Technology Transfers..
36
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R&D spin-off
Match making
Technology Regional technology fairs
Targeted support
Network


Skills monitoring
Workforce Skills
Skills
Language skills
Figure 16 - C2 summary for Saxony-Anhalt (Sachsen-Anhalt)
37
Comments:
Engineering field proposes an Excellence experience focused on “Ingenieurwissenschaftliche

Excellenz-Schwerpunkt Automotive", at University of Magdeburg, to be defined by the end of
the year.
The most efficient Mechatronic Cluster is Alliance AL, which by 2008 aims to achieve the
aspired leadership in Aluminium Casting through the development of Innovative Processes,
Technologies and Products, based on the close connection between Virtual Engineering
Training Centre and MAHREG as the Regional Automotive Cluster.
Areas of excellence will be fostered in future by Region-wide business support and not less
important, the open-minded mentality, able to challenge any barrier.
38
SLOVENIA (Slovenija)
The Slovenia Region presents a technological field

focused on Powertrain, Engines and Power Engineering,
Vehicle Manufacture, Machinery and Electric System.
The Automotive Innovations entails training activities,

supported by PTC – project and approach of a Polycentric
Technology Centre. The Region provides in particular
Supply-Chain management support and Benchmarking

Convergence, Digital Design, Energy, Recycling, Safety
and Telematic systems.
Automotive R&D is stimulated by public institutions and

agriculture and Electric Systems facilitates business-to-
business technology transfers; the majority of export
39
SLOVENIA
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R&D spin-off
Match making
Technology
Targeted support
Network


Skills monitoring
Workforce Skills
Skills
Language skills
Figure 17 - C2 summary for Slovenia (Slovenija)
40
Comments:
The importance of National and Regional Policies is a pillar in motivating students to study
natural sciences and technology. The future perspectives indicate that public authorities will
sensitise young people to these subjects with educational programmes according to real needs.
The strong influence from European Union can be found in ERTRAC: participation and
contribution to European Technology Platform for the future of Road Transportation
Technologies. Slovenian National Platform within ERTRAC will be created to support to the
Global Automotive Industry.
One of the negative sides of the Region is the existence of mentality barriers, which can block
the strengthening of skilled and qualified workforce.
41
COMMUNITY OF VALENCIA (Comunidad Valenciana)
The Spanish Region presents a higher technical degree

rate (14%) than academic education one (9%), but also a
relevant high percentage of employees with other
qualifications (73%).

Mechatronic Supplies, Related Materials and Production
Technologies, but also on Passenger Security and Safety
Sector, Body Exterior Engineering, Metal Processing and
related Production.

training activities, for REDIT network action, a Sector
Technology Centre, (ex. AIMME Technology Centre for
Metal Processing). It also entails Regional Cluster
Marketing and targets Regional policy-making.
Relevant areas of strategic Competitiveness include

Convergence, Recycling and Safety Systems.
Automotive R&D is stimulated by public institutions and

Metal, Textile and Chemical Industry facilitates science-
to-business technology transfers. The majority of export
42
VALENCIA
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R&D spin-off
Match making
Levels of planned investment Valenci
Technology a
Targeted support
Network


Skills monitoring
Workforce Skills
Skills
Language skills
Figure 18 - C2 summary for Community of Valencia (Comunidad Valenciana)
43
Comments:
As future trend, the Spanish Region aims to the implementation of the Regional Association of
the Automotive Industry as a collective representation for the Automotive Industry. Moreover
an organisational study will be created for the development of a Technical Co-ordination Unit
for the Automotive Sector.
The programme can be founded by national investments. Many calls for Projects are active for
mainly SMEs in the field of R&D, Technology Co-operation and Technology Transfer.
The Community of Valencia expresses the force of a competitive network, strongly supported
by planned investments and sensitive to External Innovation and Technology Transfers.
44
WALES
The Wales Region presents a higher technical degree rate

(8%) than academic education one (5%), but also a
relevant high percentage of employees with other
qualifications (83%). There are 7 universities in Wales
offering courses ranging from Motorsport degrees to
MBAs, and research work covering sectors from
Bioscience to Micro and Nano Technologies. In addition,
Wales is home to the Centre for Automotive Industry
Research and the Lean Enterprise Research Centre. The
success and subsequent growth of the Automotive
Industry in Wales, led to the creation of the Welsh
Automotive Forum, considered the authoritative voice of
the Automotive Industry and Motorsport in Wales.

Mechatronic Supplies, Related Materials and Production
Technologies, but also on Powertrain, Engines and Power
Engineering; Wales is involved in Alternative Fuels studies
and Injection Technologies. The Welsh model is based on
local production but global utilisation of results.
The attention on specific Automotive Innovations, such as

Training Activities, Regional Cluster Marketing and
Benchmarking, provides also Supply-Chain management
support and implementation of EU guidelines (energy,
CO-emissions trading).

Convergence, Design, Digital Design, Energy, Recycling,
Safety and Telematic systems.
Public institutions stimulate automotive R&D, and the

inter-sectoral linkage with Transport, Assembly,
Fabrication and Coatings facilitates science-to-business
transfers.
45
WALES
WALES
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R&D spin-off
Match making
Technology
Targeted support
Network


Skills monitoring
Workforce Skills
Skills
Language skills
Figure 19 - C2 summary for Wales
46
WALES
Comments:
A relevant element, which will influence the future perspectives, is the efficiency of cross
Sector co-operation: Automotive, Aerospace, Electronics and Motor Sports are linked in Wales
and it is currently recognised that a formalised approach to this convergence would be a good
approach.
TECHNIUM Performance Engineering will foster UK Centre of Excellence in Product Lifecycle

Management and provide customers an unparalleled opportunity to gain a competitive
advantage by drawing on IBM’s expertise. With regard to the financial activities, it will help
businesses maintain their vital contribution to the Automotive Supply Chain and enable
businesses to move quickly to manage change and maximise opportunities to secure work.
47
WEST MIDLANDS
The West Midlands Region presents a higher technical

degree rate (15%) than academic education one (10%),
but also a relevant high percentage of employees with
other qualifications (75%). The developed technological
field is focused on Powertrain, Engines and Power
Engineering.
The local administration offers facilitations in Supply-

Chain toolkit, including SME-support in order to
implement Japanese approaches to lean and cost
effective production.
The attention on specific Automotive Innovations, such as

Training Activities, Regional Cluster Marketing and
Benchmarking, provides in particular Supply-Chain
management support (Accelerate) and implementation of
EU guidelines (energy, CO-emissions trading).

Design, Energy & Environment, Material Technology and
Recycling.
Automotive R&D is stimulated by public institutions, and

the inter-sectoral linkage with Aerospace, Plastic and
Electronic Products facilitates science-to-business
transfers; the majority of export market is oriented to EU
areas (80%).
48
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EU&national subsidity programs
Innovation and
R&D spin-off
Match making

Technology
Targeted support
Network


Skills monitoring
Workforce Skills
Skills
Language skills
Figure 20 - C2 summary for West Midlands
49
WEST MIDLANDS
Comments:
The Region of West Midland has not a good mentality basis. Social values as the acceptance of
foreign cultures or integration of foreigners as workforce are not widely rooted in the
citizenship.
Nevertheless, the attention on Global Automotive Innovations, such as Training Activities,

provides to this Region a high rate for external transfers. The low inter-sectoral spill-over
needs to be fostered by stronger Regional business support, that can be held in future.
50
C3: Results of NEAC territories benchmarking
Introduction and added value of this analysis towards the NEAC

final outcome
This Component has the role to summarise the main funding from the local economic
activities.
It has been provided an evaluation of territories and results on the basis of various enterprises’
paths which influence the whole economic local system.
The adopted strategy proposes a Benchmarking activity, to achieve an overall international

position that will be the fundamental propulsion point to move next efforts towards the
European competitiveness.
This report shows the performance results as a Regional comparison exercise.
It compares the performances of the selected Region with that of the chosen comparison
group, in this case all NEAC Regions.
The following graphs are summarised as part of an Executive Summary, as well as presented
in individual scorecards showing both the results of each Region against the whole NEAC group
of Regions. They represent the general development of business sector at Regional level.
They are shown under the financial, customer, process and learning & growth perspectives of
an organisation, in order to provide a view of performance based on the Balanced Scorecard
approach.
This report will provide an objective view of Regional Industry performance to help validate
existing Regional business support strategies, and will help to inform and validate those of the
future.
The Scorecards that follow are intended to allow you to quickly determine how each Region
compares against each other for each ratio.
- Weak the value of the ratio for companies at the boundary of 'weak', i.e. a score at or
below this would lead to a weak classification;
- Average the value of the ratio for a company operating at the median;
- Strong the value of the ratio for companies at the boundary of 'strong', i.e. a score at
or above this would lead to a stronger classification.
51
REPORT ON HUNGARY (Magyarorszàg) / NEAC Regions
(7 / 101 companies)
Financial
Cash in Bank/Total Turnover (%) Pre Tax Profit/Total Turnover (%)
16 14,87
9 7,9
14
8
12 7 6,17
10 6 5,34
7,96 4,66
Strong Hungary 5 4,03 Hungary
8
5,93 NEAC 4 NEAC
6
3
4 1,54
Average 2
2 Weak 1
0 0
Weak Average Strong Weak Average Strong
Conditions over the average. Conditions over the average.
Pre Tax Profit per Employee (€)

Return on Capital Employed (ROCE) (%)
8000
6737 18
7000 15,69
16
6000 14
5000 4273 12 10,28
3498 Hungary 10 Hungary
4000
NEAC 8 NEAC
3000 6
15131432 1703
2000 4 2,14
1000 2
0
0
Weak Average Strong
Weak Average Strong
Only Weak value over NEAC average. DATA NOT AVAILABLE.
52
Total Turnover - growth (%)
45 39,47
40
35
30 24,08
25 18,52
20 14,26 Hungary
15 NEAC
10 5,61
5
0
-5 Weak Average Strong
-3,28
-10
Conditions over the average.
Customers
Complaints/Orders (%) New Customers/Total Customers (%)
4,5 20
3,82
4
14,07 14,8815,5
3,5 3,12
15
3
10,22 Hungary
2,5 Hungary
10 8,7
2 1,52 NEAC NEAC
1,5 1,12
0,76 5 3,62
1
0,38
0,5
0 0
W eak Average Strong Weak Average Strong
Conditions over the average. Only Strong value below NEAC average.
Process
Stock Turnover (#) Supplies Delivered on Tim e/Cost Bought in

M aterials and Services (% )
9 8,36 8,2
8 200 181,14
180
7
5,26 160 143,11 143,11
6 130,45
140
5 Hungary
3,52 120 100 Hungary
4 NEAC 95
2,412,64 100
3 NEAC
80
2 60
1 40
0 20
Weak Average Strong 0
W eak Average Strong
Only Strong value over NEAC average. Conditions over the average.
53
T o ta l T u rn o v e r/N u m b e r o f O rd e rs R e c e iv e d
(€)
2 5 0 00
20950
2 0 0 00
1 5 0 00 H u n g ary
1 0 0 00 NEAC
7100
5777
4503 4330
5 0 00 22 7 2
0
W eak A ve ra g e S tro n g
Only Strong value below NEAC average.
Learning and Growth
New Employees/Number of FTE Employees T u rn o v e r F ro m N e w P ro d u c ts a n d

S e rv ic e s /T o ta l T u rn o v er (% )
(%)
28,04 16 1 4 ,5 8
30
14
25 12
20 10
15,6 Hungary H u ng a ry
15 11,54 8
10,01 NEAC 5 ,5 NEAC
8,4 6 5 ,2
10 3 ,8 3
4,7 4
5 1 ,4 4
2 0 ,2 8
0 0
Weak Average Strong W eak A ve ra g e S tro n g
Conditions over the average. Conditions below the average.
Figure 21 – C3 summary for Hungary (Magyarorszàg)
54
REPORT ON NORTH RHINE-WESTPHALIA (Nordrhein-Westfalen)/
NEAC Regions
(22 / 101 companies)
Financial
Cash in Bank / Total Turnover (%) Pre Tax Profit / Total Turnover (%)
8 7,11 7 6,17
7 6,42
6 4,76
6 Northrine
5 4,03
5 3,97 Northrine 3,36
4 Westphalia
4 Westphalia 2,6
2,48 3 NEAC
3 NEAC 1,54
2
2 1,14
0,61 1
1
0
0
Weak Average Strong
Weak Average Strong
Only Strong value below NEAC average. Only Weak value over NEAC average.
Pre Tax per Em ployee (€) Return on Capital Em ployed (ROCE) (%)
12000 10906 20
15,69
10000 14,11
15 11,78 Northrine
8000 6737 10,28 Westphalia
Nor t hrine West phalia 10
6000 4530 5,41 NEAC
NEAC
3449 3498
4000 5 2,14
1432
2000
0
0 Weak Average Strong
Weak Average St rong
Total Turnover - Grow th(%)
20 18,52
15
10 7,59
5,61
Nor t hr ine West phalia
5
NEAC
- 0,2
0
Weak Aver age St r ong
-5 - 3,28
- 7,18
- 10
Conditions below the average.
55
Customers
Com plaints / Orders (%) New Custom ers / Total Custom ers (%)
4
3,6 20
3,5 3,12 15,5
3 15 12,92
Northrine
2,5 Westphalia
Northrine Westphalia 10 8,7
2 NEAC
NEAC 5,83
1,5 3,62
1,011,12 5 2,65
1 0,68
0,38
0,5
0
Weak Average Strong
Only Median value below NEAC average. Conditions below the average.
Process
Stock Turnover (#) Supplies Delivered on Time / Cost

Bought in Materials and Services (%)
9 8,2 160 143,11

8 140
7 120 100
5,43 95 91,38 94,3 Northrine
6 5,26 Northrine 100 79,9 Westphalia
5 3,96 Westphalia 80
4 NEAC
2,64 NEAC 60
3 40
1,59
2 20
1 0
Weak Average Strong
Conditions below the average. Conditions below the average.
Total Turnover / Num ber of Orders

Received (€)
25000
20950
19421
20000
Northrine
15000 Westphalia
10000 NEAC
4330
3374
5000 2363
2272
0
Weak Average Strong
56
Learning and Growth
New Em ployees / Num ber of FTE Turnover From New Products and
Em ployees (%) Services / Total Turnover (%)
18 15,6 16 14,58
16 14
14 12
12 Northrine Northrine
9,32 10
10 8,4 Westphalia 7,56 Westphalia
8
8 5,86 NEAC 5,165,5 NEAC
6 4,7 6
3,05 4
4 1,73
1,44
2 2
0 0
Conditions below the average. Only Weak value over NEAC average.
Figure 22 – C3 summary for North Rhine-Westphalia (Nordrhein-Westfalen)
57
REPORT ON PROVINCE OF REGGIO EMILIA (Provincia di Reggio Emilia)
/ NEAC Regions
(8 / 101 companies)
Financial
10 14 12,74
7,92 12
8 7,11
10 8,16
6 Reggio Emilia 8 6,17
Reggio Emilia
NEAC 6 NEAC
4 4,03
2,48 4 2,46
2 0,68
2 1,54
0,44 0,61
0 0
Pre Tax Profit per Employee (€) Return on Capital Employed (ROCE)
(%)
60000
49632
50000 30 27,46
40000 25
Reggio Emilia 20
30000
15,69
Reggio Emilia
NEAC 15 11,28 10,28
20000 NEAC
20000 10
3,37
5 2,14
10000 6842 6737
1432
3498
0
0
Weak Average Strong
Weak Average Strong
58
Total Turnover -growth(%)
35
30 28,78
25
20 18,52
Reggio Emilia
15
NEAC
10 8,53
5,61
5
1,08
0
Weak Average Strong
-5 -3,28
Conditions ove r the average.
Customers
Complaints / Orders (%) New Customers / Total Customers (%)
3,5 3,12
20
3 15,5
2,5 15
2,5 11,5
2 Reggio Emilia
1,72 Reggio Emilia 10 9,2 8,7
NEAC
1,5 1,12
NEAC
4,52
1 5 3,62
0,49
0,38
0,5 0
Weak Average Strong
Only Weak value below NEAC average. Only Strong value below NEAC average.
Process

9 8,2
8 7,24 160 139,41143,11
7 140
6 5,51
5,26 120
95 100
5 100 91,36
Reggio Emilia
71,94
Reggio Emilia
4 NEAC 80
3,02 NEAC
3 2,64 60
2 40
20
1
0
0
Weak Average Strong
Weak Average Strong
Only Strong value below NEAC average. Only Strong value a little over NEAC average.
59
Total Turnover / Number of Orders
Received (€)
30000
25181
25000
20950
20000
Reggio Emilia
15000
NEAC
10000 6997
4330
5000 1780 2272
0
Weak Average Strong
Only Weak value a little below NEAC average.
Learning and Growth
New Employees / Number of FTE Turnover From New Products and

Employees (%) Services / Total Turnover (%)
18 16 15,03 14,58
15,6
16 14
14 12 10,78
12 10
10 Reggio Emilia Reggio Emilia
8,4 8
8 NEAC 5,5 NEAC
6
6 4,7
4 2,29
4 1,44
2
2 0 0 0 0
0
Weak Average Strong
Weak Average Strong
NO DATA AVAILABLE Only Strong value a little below NEAC average.
Figure 23 – C3 summary for Province of Reggio Emilia (Provincia di Reggio Emilia)
60
REPORT ON SAXONY (Sachsen) / NEAC Regions
Financial
C as h i n B ank / T o t al T ur no ver ( %) P r e T ax P r o f i t / T o t al T ur no ver ( %)
9 8 7,32
7,81
8 7
7,11
6,17
7
6
6
5
5 4,03
Saxony 4 Saxony
4 3,06
NEAC NEAC
2,48 3
3
1,96
2 1,54
2
0,91 0,94
1 0,61 1
0 0
Weak Aver age Str ong Weak Aver age Str ong
Only Median value below NEAC average. Only Strong value over NEAC average.
Pre Tax Profit per Em ployee (€) Return on Capital Em ployed (ROCE) (%)
10000 20 18,35
8503
15,69
8000 6737 15
6000 Saxony 10,28
Saxony
10 8,49
3498 NEAC NEAC
4000 2960
1432 5
2000 526,49 1,352,14
0 0
Only Strong value over NEAC average. Only Strong value over NEAC average.
61
Total Turnover - grow th(%)
20 18,35
15,69
15
10,28 Saxony
10 8,49
NEAC
5
1,352,14
0
Weak Average Strong
Only Strong value over NEAC average.
Customers
N e w C u st o m e r s / T o t a l C u st o m e r s ( %)
Com plaints / Orders (%)
35 32,5
5
4,06 30
4
3,12 25
3 Saxony 20
Saxony
15,5
2 1,67 NEAC 15
NEAC
1,12
0,77 10
8,7
1 0,38 6,67
5 3,32 3,62
0
Weak Aver age Str ong
Conditions over the average. Only Strong value over NEAC average.
Process
Stock Turnover (#) Supplies Delivered on Tim e / Cost Bought

in Materials and Services (%)
10
8,2 200 178,21 185,57
164,35
8 143,11
150
6 5,26 5
4,5 Saxony 95 100 Saxony
100
4 NEAC NEAC
2,64
1,77 50
2
0
0
Weak Average Strong
Weak Average Strong
Conditions below the average. Conditions over the average.
62
Received (%)
40000 34731
30000
22400 20950
Saxony
20000
NEAC
10000 3965 4330
2272
0
Weak Average Strong
Learning and Growth
New Em ployees / Number of FTE Turnover From New Products and

20 30
15,6 24,18
25
15 13,5
20
Saxony 13,5 14,58 Saxony
10 8,4 15
5,94 NEAC NEAC
5,3 4,7 10 5,5
5
5 0,791,44
0 0
Only Strong value over NEAC average. Only Weak value below NEAC average.
Figure 24 – C3 summary for Saxony (Sachsen)
63
REPORT ON SAXONY ANHALT (Sachsen-Anhalt)/ NEAC Regions
(7 / 101 companies)
Financial
14 12,2 12
9,51
12 10
10 8
7,11 6,25 6,17
8 6,41
Saxony Anhalt 6
6 4,03 Saxony Anhalt
NEAC 4
4 2,56 2,48 1,54 NEAC
2 0,61 2
0 0
Weak Average Strong -2 -0,3
Weak Average Strong
Conditions over the average. Only Weak value below NEAC average.
Pre Tax Profit per Employee (€) Return on Capital Em ployed (ROCE) (%)
10000 25
8303 22,09
8000 6737 20
15,69
6000 15
4000
3498 10,28
4000 Saxony Anhalt 8 Saxony Anhalt
10
1432 NEAC
2000 5 NEAC
2,14
0 0
-306,45
-2000 -5 -3,06
Only Strong value below NEAC average. Only Strong value over NEAC average.
Total Turnover - grow th (%)
35 31,1
30
25
18,52
20
15 Saxony Anhalt
10 6,325,61 NEAC
5 -0,1
0
-5 Weak Average Strong
-3,28
Only Strong value over NEAC average.
64
Customers
Com plaints / Orders (%) New Custom ers / Total Custom ers (%)
3,5 3,263,12 35 30,06

3 30
2,5 25
2 20 15,5
Saxony Anhalt Saxony Anhalt
1,5 15
0,961,12 NEAC 10,53
8,7 NEAC
1 10 6,76
0,38 3,62
0,5 0 5
0 0
Only Weak value above NEAC average. Only Strong value above NEAC average.
Process

10 160 143,11
8,2
7,7 140
8
120 100
5,515,26 95
6 100
Saxony Anhalt 80 Saxony Anhalt
4 60
2,512,64 NEAC NEAC
40
2
20
0 0
Only Weak value over NEAC average. NO DATA AVAILABLE.
Total Turnover / Num ber of Order

Received (€)
25000
20950
20000
14656
15000
Saxony Anhalt
8726
10000 NEAC
3392 4330
5000 2272
0
Weak Average Strong
65
Learning and Growth
New Em ployees / Num ber of FTE Turnover From New Products and
Em ployees (%) Services / Total Turnover (%)
18 16 14,58
15,6
16 14,46 14
14 12
12 10,28
10
10 8,4
Saxony Anhalt 8 Saxony Anhalt
8 5,73 5,5
6 4,7 NEAC 6 NEAC
4 4
1,44
2 2
0 0
Only Weak value below NEAC average. NO DATA AVAILABLE.
Figure 25 – C3 summary for Saxony-Anhalt (Sachsen-Anhalt)
66
REPORT ON SLOVENIA (Slovenija) / NEAC Regions
Financial
C as h i n B ank / T o t al T ur no ver ( %) P r e T ax P r o f i t / T o t al T ur no ver ( %)
9 8 7,32
7,81
8 7
7,11
6,17
7
6
6
5
5 4,03
Saxony 4 Saxony
4 3,06
NEAC NEAC
3
3 2,48
1,96
2 1,54
2
0,91 0,94
1 0,61 1
0 0
Weak Aver age Str ong Weak Aver age Str ong
Pre Tax Profit per Em ployee (€) Return on Capital Em ployed (ROCE) (%)
10000 20 18,35
8503
15,69
8000 6737 15
6000 Saxony 10,28
Saxony
10 8,49
3498 NEAC NEAC
4000 2960
1432 5
2000 526,49 1,352,14
0 0
NO DATA AVAILABLE.
Total Turnover - grow th(%)
20 18,35
15,69
15
10,28 Saxony
10 8,49
NEAC
5
1,352,14
0
Weak Average Strong
Only Weak value below NEAC average.
67
Customers
N e w C u st o m e r s / T o t a l C u st o m e r s ( %)
Com plaints / Orders (%)
35 32,5
5
4,06 30
4
3,12 25
3 Saxony 20
Saxony
15,5
2 1,67 NEAC 15
NEAC
1,12
0,77 10
8,7
1 0,38 6,67
5 3,32 3,62
0
Weak Aver age Str ong
Conditions over the average. Only Weak value over NEAC average.
Process

10
8,2 200 178,21 185,57
164,35
8 143,11
150
6 5,26 5
4,5 Saxony 95 100 Saxony
100
4 NEAC NEAC
2,64
1,77 50
2
0
0
Weak Average Strong
Weak Average Strong

Received (%)
40000 34731
30000
22400 20950
Saxony
20000
NEAC
10000 3965 4330
2272
0
Weak Average Strong
68
Learning and growth
New Em ployees / Number of FTE Turnover From New Products and

20 30
15,6 24,18
25
15 13,5
20
Saxony 13,5 14,58 Saxony
10 8,4 15
5,94 NEAC NEAC
5,3 4,7 10 5,5
5
5 0,791,44
0 0
Conditions equal to NEAC average.

Figure 26 – C3 summary for Slovenia (Slovenija)
69
REPORT ON COMMUNITY OF VALENCIA (Comunidad Valenciana)/
NEAC Regions
(5 / 101 companies)
Financial
CashinBank / Total Turnover (%) Pre Tax Profit / Total Turnover (%)
14 12,65 7 6,17
12 6
4,48 4,62
10 8,57 5 4,03
7,11 3,59
8 Valencia 4 Valencia
6 NEAC 3 NEAC
4 2,52 2,48 2 1,54
2 0,61 1
0 0
PreTaxProfit per Employee(€) Return on Capital Employed (ROCE) (%)
18 15,69
8000 16
7000 6417 6737
14
6000 12 10,28
4979
10 Valencia
5000
3498 Valencia 8 NEAC
4000 6
NEAC 4 2,14
3000 1938
2000 1432 2
0
1000
Weak Average Strong
0
Weak Average Strong
Only Strong value below NEAC average. NO DATA AVAILABLE.
Total Turnover -growth(%)
20 18,52
15
10 7,61 Valencia
5,61
4,06 NEAC
5
0,15
0
Weak Average Strong
-5 -3,28
70
Customers
3,5 27,47
3,12 30
3
25
2,5 19,62
20 Valencia
2
15,5
Valencia
15 NEAC
1,5 NEAC
1,12 8,33 8,7
0,91 10
1
3,62
0,38 5
0,5
0 0
0
0
Conditions below the average. Conditions above the average.
Process
Stock Turnover (#) Supplies Delivered on Time / Cost Bought

9 8,2
160 143,11
8
140
7
120
6 5,26 95 100
100
5 Valencia Valencia
80
4 NEAC NEAC
60
2,64
3 40
2 20
1 0
0 W eak Average Strong
Weak Average Strong
NO DATA AVAILABLE. NO DATA AVAILABLE.

Received (€)
25000 20950
20000
15000 Valencia
10000 NEAC
4330 4071
5000 1759 2272 1803
0
Weak Average Strong
71
Learning and Growth
New Employees / Number of FTE

Turnover From New Products and
Employees (%)
Services / Total Turnover (%)
18 15,6
16 20
14 14,58
12 Valencia 15
10 8,4 Valencia
8 NEAC 10
6 4,7 NEAC
5,5
4
2 5
1,44
0
Weak Average Strong
Figure 27 – C3 summary for Communty of Valencia (Comunidad Valenciana)
72
REPORT ON WALES / NEAC Regions
Financial
8 7,11 7 6,44
6,17
7 6
6
5
5 4,03
4,18
Wales 4 Wales
4
NEAC 3 2,5 NEAC
3 2,48 2,48
2 1,54
2 1,43
0,61 0,66
1 1
0 0
Only Weak value over NEAC average. Only Weak value over NEAC average.
Pre Tax Profit per Employee (€) Return on Capital Employed (ROCE) (%)
8000 25
6737
7000 20,16
20
6000 5449
15,69
5000 15
Wales Wales
4000 3498 10,28
NEAC NEAC
3000 2365 10 8,15
2000 1432
682,37 5 2,14 2,14
1000
0 0
Conditions below the average. Only Strong value over NEAC average.
Total Turnover - growth(%)
20 18,52
15
10
6,1 Wales
5,61
4,3 NEAC
5
0
Weak Average Strong
-5 -2,87 -3,28
73
Customers
Complaints / Order (%) New Customers / Total Customers (%)
3,5 3,12 3,5 3,12

3 3
2,5 2,5
2 Wales 2 Wales
1,5 1,12 NEAC 1,5 NEAC
1,12
1 1
0,55 0,55
0,3 0,38 0,3 0,38
0,5 0,1 0,5 0,1
0 0
Process
Stock Turnover (#) Supplies Delivered on Tim e / Cost

Bought in M aterials and S ervices (% )
12 11,23
9,78 160 143,11
10 140
7,84 8,2
120
8 96,15 95 97,17 100 99,9 6
100
W ales W ales
6 5,26 80
NEAC N EA C
60
4 2,64 40
2 20
0
0 W eak A verage Strong

Received (€)
25000
20950
20000
W ales
15000
NEAC
10000
4684
5000 3508 4330
1772 2272
0
74
Learning and Growth
New Employees / Number of FTE Turnover From New Products and

18 25
15,36 15,6 21,5
16
14 20
12 13,81 14,58
Wales 15 Wales
10 8,33 8,4
8 5,76 NEAC NEAC
10
6 4,7
5,5
4 5 2,09 1,44
2
0 0
Figure 28 – C3 summary for Wales
75
REPORT ON WEST MIDLANDS vs NEAC Regions
Financial
8 7,11 7 6,17
7 6
4,93
6 5
5 4,03
3,64 West Midlands
West Midlands 4
4
2,48 NEAC 3 NEAC
3
2 1,421,54
2 1,13
0,61 0,34 1
1 0
0 0
Pre Tax Profit per Employee (€) Return on Capital Employed (ROCE) (%)
8000 18 15,69
6737 15,08
7000 16
6000 14
12 10,94
10,28
5000 4186
3498 West Midlands 10 West Midlands
4000
NEAC 8 5,74 NEAC
3000 2353
1507 6
2000 1432
4 2,14
1000 2
0 0
Only Weak value over NEAC average. Only Strong value below NEAC average.
Total Turnover - growth(%)
20 18,52
15
8,86
10
6,55,61 West Midlands
5 NEAC
0,57
0
Weak Average Strong
-5 -3,28
76
Customers
3,5 3,12 20
3 15,5
2,5 15
2 West Midlands 8,7 West Midlands
1,12 10
1,5 1,1 NEAC NEAC
0,85
1 0,62 3,62
0,38 5
0,5
0 0
Only Strong value below NEAC average. NO DATA AVAILABLE.
Process

9 8,2
8 160 143,11
7 140
6 5,26 120
95 100
5 West Midlands 100
W est Midlands
4 NEAC 80
2,64 NEAC
3 60
2 40
1 20
0 0
W eak Average Strong W eak Average Strong

Received (€)
25000
20950
20000
15000 W est Midlands
10000 NEAC
4330 3350
5000 2272 1544
1152
0
77
Learning and Growth
New Employees / Number of Employees (%) Turnover From New Products and Services / Total
Turnover (%)
28,57
30
25
25 19,2
17,31 20
20 15,6 14,58
West Midlands 15 West Midlands
15 12,5
8,4 NEAC 10 NEAC
10 5,5
3,94
4,7 5 1,66 1,44
5
0
Weak Average Strong
Conditions over the average. Only Median value below NEAC average.
Figure 29 – C3 summary for West Midlands
78
C4: the NEAC Digital Dashboards
Introduction
In NEAC’s Component 4, three instruments within a common methodology have been

developed. These are: NEAC Digital Library (NDL), NEAC Interactive Maps (NIM) and overall
NEAC Decision Dashboard (NDD). All these instruments are linked together in order to provide
powerful and more useful and sophisticated information.
However, the core are the NDDs developed for each Region as they highlight the main
strategies that each territory should follow to strengthen their potential, both at public
authority- and company- level.
The NDL shows its documents ordered hierarchically by content. NIMs show the content of the
digital library on a geographic map. The trends will display also the most significant keywords
extracted from the NDL documents thanks to a text mining procedure (see Appendix 1 for
details).
Leaving the methodological details in Appendix 2, the NDDs will be presented in the following.
As it has been already shown in the abstract, they are structured as tables. One table has been
produced for each partner Region of the NEAC area. Each table includes a description of
territorial scenarios (top part) and a set of recommendations referred to each partner Region
(bottom part).
In the top part, two graphs are reported. Both (i.e. the top-left graph named “Detailed data”
and the right one called “Summary”) show figures concerning four aspects:
Status, which depends on financial resources availability (as derived from C2) and
financial framework of respective Regions and companies (as taken from C3);
Projection, which depends on the partner Regions’ tendency to establish networks

(taken from C2), to the mentality (taken from C2) and to customers’ attention (namely
the customer care strategies as taken from C3);
Workflow, which depends on the level of skills (C2) and the process effectiveness
(derived from C3);
Consequences & expected scenario that group technological framework and attitude
to innovate from certain partner Regions (C2), and learning and growth (C3).
79
The differences between the two graphs are self-evident: in the left side the aspects and their
bricks can be observed; in the right one, just each aspect expressed as a weighted average
(see Appendix 2) is reported.
In both a threshold is clearly shown: below the threshold means that a given aspect should be
improved, over the threshold that a given potential is well represented.
The recommendation reported above takes the direction from this: wherever a certain aspect
is below the threshold and it should be improved, some recommendations are provided, partly
based on the results taken from NDL. Recommendations are structured as an action plan
based on the different aspects reported above (status, workflow, etc.).
Results presentation and preliminary conclusions
In the next pages the NDDs are reported, by partner, Regions. The list coincides with the
details documented in Appendix 2, where the reader can find both the extraction
methodologies and all the details on these charts, especially concerning the recommendations.
As preliminary conclusions two main elements can be pointed out.
Firstly, the methodology here adopted, and supported by a set of tools completely developed
within this project, seems to have worked effectively as scenarios beyond the project and the
current status analysis (has done with C2 and C3) have been performed per each Region.
Secondly, the different scenarios identified are strongly differentiated. In this way, NEAC area
looks as a quite interesting domain, in which highly different strategies and policies, both for
decision makers and business men can be deployed.
80
Hungary (Magyarország)
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
CONSEQUENCED
WORKFLOW
SCENARIO
STATUS
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
C3:
C2:
& EXPECTED
Recommendations
NAME Hungary (Given the general positive results, urgent intervention are not strictly required)
STATUS and The status of Hungary is good for what concern that financial resources available while the financial structure could be enriched.
MOTIVATION
WORKFLOW The workflow of Hungary is also good. The region has a highest level of process that could improve the low skills resources in short term. The
Region is able at starting new research projects belonging to the relevance area.
PROJECTION The projection of Hungary is good: the territorial development has been achieved. A little bit more attention could be paid to the customer care
field.
CONSEQUENCES and The consequences and the expected scenario of Hungary are good: the region resources allow to carry out the research projects belonging to the
EXPECTED SCENARIO interest area. Despite this, some efforts are needed to consolidate the innovation extent.
RESEARCH ISSUES •hybrid-electric-conventional engine vehicle; •oil

•coal oven steam vehicle •combustion
in which it should be •alternative fuels vehicle •innovation
paid attention •non conventional oil •renewable energy
(according with the domain •diesel type biofuel •natural gas
identified in NEAC Digital •Biodiesel •vegetable oil
Library) •air vehicle
Figure 30 - NDD for Hungary (Magyarorszàg)
81

6 Good 6
3
To be improved
0 0
TECHNOLOGY
PROJECTION
CONSEQUENCED
WORKFLOW
STATUS
SCENARIO
INNOVATION
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
& EXPECTED
Recommendations
NAME Province of Reggio Emilia (Intervention could be helpful to strengthen the territorial development)
STATUS and The status of Province of Reggio Emilia is evaluated as good as its financial position allows to start off new research projects which belong to the
MOTIVATION priorities identified by the European Commission policies as depicted in the NEAC digital library. In order to keep the project orientation and
technological transfer as high as possible, some further activities should be paid in the consolidation of the financial resources.
WORKFLOW The workflow of Reggio Emilia should be improved. In particular, it has to be pointed out that the skills system should be extended and this
medium- term.
PROJECTION The projection of Reggio Emilia vision is evaluated as good. Therefore, it can be concluded that the territory development is following an active and
fruitful process. Despite this some work should be done in order to improve the network system and the customer care field.
CONSEQUENCES and The consequences and the expected scenario of Reggio Emilia are also considered as good by the figures. It means that the region resources
EXPECTED SCENARIO allow to carry out the research projects belonging to the interests’ area expressed by the NEAC regions. Despite this, some work should be made
in order to consolidate the learning & growth extent.

Library)
Figure 31 - NDD for Province of Reggio Emilia
82
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
CONSEQUENCED
WORKFLOW
SCENARIO
STATUS
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C2:
C2:
C2:
C3:
C3:
C2:
C2:
C3:
C2:
& EXPECTED
Recommendations
NAME North Rhine-Westphalia (Intervention could be really helpful to strengthen the territorial development).
STATUS and The status of North Rhine-Westphalia should be improved, according to the figures collected and evaluated. In particular, the financial structure
MOTIVATION and status recommend to start off new research projects in the NEAC priority area (i.e. the issues closer to the European Commission policies).
The effect of these actions, could therefore contribute to strengthen the overall regional financial resources availability.
WORKFLOW The workflow of North Rhine-Westphalia is judged should be improved. The level of skills is not enough to improve the process level.
PROJECTION The projection of North Rhine-Westphalia is evaluated as good: the development of the territory is actually carried out. Despite of the projection can
rely on a good stakeholders’ mentality and network should be better projected towards this attention. Some work are recommended to strengthen
the customer care field.
CONSEQUENCES and The consequences and the expected scenario of North Rhine-Westphalia should be improved: the region resources may not allow to carry out the
EXPECTED SCENARIO research projects belonging to the interests’ area expressed by the NEAC regions area. Learning and growth are a key topic that should be
promoted.

Library)
Figure 32 - NDD for North Rhine-Westphalia (Nordrhein-Westfalen)
83
Samara (Самара)
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
WORKFLOW
PROJECTION
STATUS
SCENARIO
CONSEQUENCED
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
C3:
C2:

& EXPECTED
Recommendations
NAME Samara (Intervention could be really helpful to strengthen the territorial development). Since C3 analysis has not been conducted for this region,
(Intervention Priority) the analysis is not conducted strictly following the procedure.
STATUS and According to the data available (non complete), the status of Samara should be improved: the financial position of this Region may allow to start
MOTIVATION off new research projects belonging only to the priority area. The financial resources have to be improved.
WORKFLOW According to the data available (non complete), the workflow of Samara is good: when the status and the projection will be also good, the region
may start new research projects belonging to the relevance area (using also the special role to be not a direct European member state, but being
interesting for European Commission a other partners). Despite this, the workflow resources could be extended.
PROJECTION According to the data available (non complete), the projection of Samara should be improved: the development of the territory should be actively
pursuit. The Region networking should be enriched and the stakeholders mentality should be changed.
CONSEQUENCES and The consequences and the expected scenario of Samara are good: when the status will be good the region resources may allow to carry out the
EXPECTED SCENARIO research projects belonging to the interest area (once again using the special role to be not a direct European member state, but being interesting
for European Commission a other partners). Despite this, the consequences and expected scenario resources could be generally improved.

Library)
Figure 33 - NDD for Samara (Самара)
84
Saxony (Sachsen)
6 Good 6
3
To be improved
0 0
TECHNOLOGY
PROJECTION
CONSEQUENCED
WORKFLOW
STATUS
SCENARIO
INNOVATION
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
& EXPECTED
Recommendations
NAME Saxony (Intervention could be helpful to strengthen the territorial development)
STATUS and The status of Saxony should be improved according to the figures collected and evaluated. In particular, the financial resources recommend to
MOTIVATION start off new research projects in the NEAC priority area (i.e. the issues closer to the European Commission policies). The effect of these actions,
could therefore contribute to strengthen the overall regional financial structure and system.
WORKFLOW The workflow of Saxony is evaluated as good: when the status and the projection will be good and the region will maintain enough skills and
process resources, it will be possible to start new research projects which belong to relevance’s areas as represented by the NEAC Digital Library.
Particulary, some effort is needed in order to extent the skills of the Region.
PROJECTION According to the analysis, the Saxony projection is evaluated as good: as a matter of fact, still some works could be done in providing a more
effective customer care network. In the meanwhile, mentality of the decision makers is already oriented towards a stronger attention to well-
developed cross-territorial networking, as well as business that could be generated within European projects and programmes related tasks.
CONSEQUENCES and The consequences and the expected scenario of Saxony are evaluated as good: some work should be made in order to maintain the technology and
EXPECTED SCENARIO innovation level high, paying stronger attention in particular to the wide set of possibilities provided by the 7th Framework Programme of the
European Commission, in particular with reference to the NEAC regions’ interests area (mainly grouped within the Transport and Energy
Workprogramme).

identified in NEAC Digital • biodiesel
Library)
Figure 34 - NDD for Saxony (Sachsen)
85
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
CONSEQUENCED
WORKFLOW
STATUS
SCENARIO
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
& EXPECTED
Recommendations
NAME Saxony-Anhalt (Intervention could be helpful to strengthen the territorial development).
STATUS and The status of Saxony-Anhalt is evaluated as good: the financial position of this Region allows the starting off of new research projects belonging to
MOTIVATION the priority area as highlighted by European Commission and depicted in NEAC Digital Library. According to the figures, there is room for further
consolidation and improvement of the regional financial structures and resources.
WORKFLOW The workflow of Saxony-Anhalt should be improved: the region may not have enough skills and process resources to start new research projects
belonging to the relevance’s areas as represented by the NEAC Digital Library. The level of skills could not support the process level, that could be
consolidated in this way.
PROJECTION The projection of Saxony-Anhalt is evaluated as good. Therefore, the territorial development is actively carried out. When the workflow will be
good it will be possible to start new research projects belonging to the relevance areas as reported in the digital library. Suggestions could be to
even more stimulate the mentality of the decision makers towards the networking processes, both among public institutions, and different
companies internally and externally in respect to the NEAC area.
CONSEQUENCES and The consequences and the expected scenario of Saxony-Anhalt are good: the region resources allow to carry out the research projects belonging to
EXPECTED SCENARIO the main interest area. As – according to the data – technology, innovation and learning and growth policies have to be preserved. A strong
attention both to the 7 Framework Programme and CIP should be paid, in order to consolidate the regional technological framework.

Library)
Figure 35 - NDD for Saxony-Anhalt (Sachsen)
86
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
WORKFLOW
STATUS
SCENARIO
CONSEQUENCED
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
C3:
C2:
& EXPECTED
Recommendations
NAME Slovenia (Intervention could be helpful to strengthen the territorial development)
STATUS and The status of Slovenia should be improved: the financial position of this region allows the starting off of new research projects belonging to the
MOTIVATION priority area. These project will be helpful to improve the financial resources and structures.
WORKFLOW The workflow of Slovenia is good: the highest level of process and skills should be employed to consolidate the Region financial status. When the
status will be good, the projection resources allows at starting and to taking part in research projects belonging to the relevance area.
PROJECTION The projection of Slovenia is good: the development of the territory is actively pursuit. More could be made in the customer care field: in this way a
the improvement process could be lead by the high cross-territorial networking and the by the attentive stakeholders mentality.
CONSEQUENCES and The consequences and the expected scenario of Slovenia is good: the level of technology and innovation is very high. In order to start and to take
EXPECTED SCENARIO part in research projects belonging to the interest area, the Region status have to be enhanced and the consequences & expected scenario
resources could be helpful in this way.

identified in NEAC Digital • Biodiesel
Library)
Figure 36 - NDD for Slovenia (Slovenija)
87
Community of Valencia (Comunitad Valenciana)
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
WORKFLOW
SCENARIO
CONSEQUENCED
STATUS
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
C3:
C2:
& EXPECTED
Recommendations
NAME Community of Valencia (Intervention could be really helpful to strengthen the territorial development).
STATUS and The status of Community of Valencia is should be improved. The financial position of this Region allows the starting off of new research projects in
MOTIVATION the priorities identified by the European Commission policies; despite this some efforts are required to improve the Region status in terms of
WORKFLOW The workflow of Community of Valencia should be improved. In particular, it has to be pointed out that the skills system is quite strong and this
medium- term.
PROJECTION The projection of Community of Valencia is should be improved. The territorial development can be actually obtained. The customer care field is
well-structured and could lead the strengthen of workflow issues, in order to make this development even more systematic and effective.
CONSEQUENCES and The consequences and the expected scenario of Community of Valencia are good: the highest level of innovation are enough to compensate the low
EXPECTED SCENARIO level of technology. However, when the status will be good, the region resources will allow to carry on the research projects belonging to the interest
area for NEAC area, as it already happening with the strong attention that this region is putting – for instance – to the topics of 7 Framework
Program.

Library)
Figure 37 - NDD for Community of Valencia (Comunidad Valenciana)
88
Wales
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
STATUS
SCENARIO
CONSEQUENCED
WORKFLOW
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
& EXPECTED
Recommendations
NAME Wales (Intervention could be really helpful to strengthen the territorial development)
STATUS and The status of Wales is evaluated as good, particularly for what concern the availability of financial resources. More attention towards the
MOTIVATION development of the financial structures should be paid. To do this, research oriented initiatives, particularly related to the 7 Framework Program and
concerning the NEAC priority area (i.e. the issues closer to the European Commission policies) should be encouraged. In the meanwhile,
opportunities coming from other areas of European Commission as CIP (concerning the venture capitalist and financial support for new initiatives)
WORKFLOW The workflow of Wales should be improved. In this case, the region may not have enough skills and process to start off new research projects
belonging to the relevance’s areas as represented by the NEAC Digital Library. This is also allowed by the really relevant automotive industrial
framework for this region. Moreover, the enforcement of the level of skills could steer an even more effective impact in industrial processes and
simulate the companies growing.
PROJECTION The projection of Wales should be improved. The development of the territory should be more actively and actually pursuit. To even more
stimulate the effectiveness of industrial framework, it could paid more resources and attention to the customer care strategies and to the
stakeholders mentality oriented to the development of a cross-territorial networking.
CONSEQUENCES and The consequences and the expected scenario for Wales are good. This means that the region resources will allow to carry on the research projects
EXPECTED SCENARIO belonging to the interest area for NEAC region, particularly in the area of Interregg process, in strong alignment with NEAC results. In order to
extend technology and innovation, activities should be promoted in 7 Framework Programs and CIP:

Library)
Figure 38 - NDD for Wales
89
West Midlands
6 Good 6
3
To be improved
0 0
TECHNOLOGY
INNOVATION
PROJECTION
STATUS
SCENARIO
CONSEQUENCED
WORKFLOW
& EXPECTED
MENTALITY
FINANCIAL
FINANCIAL
CUSTOMER
LEARNING
NETWORK
PROCESS
SKILLS
C3:
C3:
C2:
C3:
C2:
C2:
C2:
C3:
C2:
C2:
& EXPECTED
Recommendations
NAME West Midlands (Intervention could be really helpful to strengthen the territorial development)
STATUS and The status of West Midlands should be improved. The financial position of this region allows the starting off of new research projects belonging to
MOTIVATION the priority area since now and without main trouble. Despite this, some efforts is needed in order to extent the availability of financial resources
and to provide a more solid financial structure.
WORKFLOW The workflow of West Midlands should be improved. The Region skills and process resources may not be enough in order to start new research
projects belonging to the relevance area as depicted by digital library.
PROJECTION The projection of West Midlands is good. As there is room for a further development of territorial potentiality, the very positive mentality of the
stakeholders and the well-structured networking policies should be preserved both using European based initiatives as NEAC, both improving
dialogues among companies. These activities could be oriented towards a more extra-territorial attitude to the customer care filed.
CONSEQUENCES and The consequences and the expected scenario of West Midlands are good. The region resources will allow to carry on the research projects belonging
EXPECTED SCENARIO to the interest area. The highest level of learning and growth resources should be employed to strengthen the technology and innovation extent.

Library)
Figure 39 - NDD for West Midlands
90
As can be observed by the NEAC Decision Dashboards listed above, the Regions that have
taken part in NEAC demonstrate that in general they have the necessary competence to play
an important role in the future automotive industry in Europe. The major initiatives identified
in the NDD to strengthen this role basically move from backgrounds which is already and
greatly developed.
In the meanwhile, the Regions have the actual chance – thanks to the contacts established
during the project – to promote their mutual relationships in performing common business,
new initiatives and projects at European level (especially thanks to the further opportunities
given by the Seventh Framework Programme, CIP, new Interreg programmes, and others).
An important added value, in this direction, comes from the emerging themes that NEAC has
identified. These are:
- the identification of the Skills needed to improve the core competences in the current
and mainly future employees in automotive domain;
- the wide set of opportunities provided by the Alternative Fuels and Powertrains in the
vehicles’ design and development;
- and finally the creation of more advanced Automotive Clusters.
These themes, combined with the need to work with more Regions, has enabled NEAC to
influence 5 complimentary EU funded projects to unite to form the European Automotive
Strategy Network (EASN), which will be launched at the end of 2007.
91
Appendix 1: NEAC Digital Library
Introduction
In NEAC’s Component 4, three instruments within a common methodology have been
developed. These are:
• NEAC Digital Library (NDL)
• NEAC Interactive Maps (NIM)
• NEAC Decision Dashboard (NDD)
All these instruments are linked together in order to give a powerful and more and more useful
and sophisticated information.
The digital library (NDL) shows its documents ordered by content. The content domain is
organised in a hierarchy, like a directory. NIMs show the content of the digital library on a
geographic map, allowing at building research trends between the documents gathered and
their location on the map. The trends will display also the most significant keywords extracted
from the NDL documents thanks a text mining procedure. These keywords will be composed in
order to obtain a clearer picture of the research orientation. In other words, the NDL is a
central system which provides a common interface between the data and the various front-end
programs in the application (NIM, NDD).
92
These instruments have been realised as an on-line portal1 as shown in the picture below.
Figure 40 - NDL Home page
Finally, the NEAC Decision Dashboard (NDD) is aimed at providing trends among documents
gathered in NDL and shown in NIM, integrating in the meanwhile results of C2 and C3.
Methodology and results will be presented in the next paragraph. NDD has been described
above and details highlighted in Appendix 2.
NEAC Digital Library (NDL)
NDL is a collection of relevant Automotive documents stored in a systematic way, such that a
user can consult it to access information, knowledge and know-how. Documents are organised
so that their contents can easily be accessed, managed and updated.
It also provides a central location for the whole data in the application to reside. Since related
data is stored in one single database, enforcing documents integrity is much easier.
Namely, NDL provides the followings advantages:
• Collect lots of data, in order to build skilled knowledge, coping with:
1
The on-line portal is guaranteed by the W3C local Validator. The W3C Validator guarantees:
• data security
• performance
Moreover the NEAC portal has a local installation of a “dict server” (seewww.dict.org) and a link to the Google Maps
API (www.google.com/apis/maps/). The web service has been developed by PHP + JavaScript technology, while the
93
- Enormity of data cope
- High dimensionality of data
- Heterogeneous, distributed nature of data
• Greater data integrity and independence from applications programs
• Improved data access to users through use of user-friendly interface
• Facilitated development of new applications program (i.e. NIM. NDD)
• Data Consistency
• Data Sharing
• Reduced Maintenance
• Maintenance is less and easy, again, due to the centralised nature of the system.
NDL permits to gather systematically relevant Automotive document. Each document can be
uploaded in the library. The uploading process is very structured, because each uploading field
will be involved for the documents research in the database. The fields to fill in are:
1. Document title
2. Document type (paper, essay, slides, news, dossier, academic research, thesis, excel
minute, deliverable, meeting agenda, presentation)
3. Author
4. Publication year
5. Category
6. Geographic location of the document origin
7. Technical relevance: interest, relevance, priority, output (1- 4 rank)2
Category is the topic which the document belong to: for each topic a folder in the directory has
been created, in order to allow a correct and simple document classification, to analyse
document contents and finally to cluster them into a topic map geographically anchored.
filling of the geo-reference is allowed by the AJAX (Asynchronous JavaScript And XML) technology, bounded to the
geographic freeware database www.geodatasource.com.
2
“Interest” is the degree of interests coming from the NEAC partners; “Priority” is the priority in the
project-related Regions and corresponding local authorities; “Relevance” is the relevance expressed by
the EC; “Output” is the output comings both from the Competence Assessment and Competitiveness
Assessment (Benchmark Results).
94
The concept of the content directory is shown in the figure below.
Figure 41 - NEAC Digital Library: folder concept hierarchy
Figure 42 - NEAC Digital Library: document upload mask
Once gathered documents have been uploaded using the folder hierarchy that correctly fits the
document concept belonging area, the user can download them statically from the NDL or
dynamically from the NIM.
95
NEAC Interactive Map (NIM)
There is often information “hidden” in the data that is not readily evident. Human analysts may
take weeks to discover useful information and much of the data is never analysed at all.
Therefore NIM provides a first data analysis, exploration and classification, by automatic or
semi-automatic means, of large quantities of data in order to discover meaningful patterns.
They allow at drawing ideas from pattern recognition, statistics, and database systems.
Namely, NIMs:
• Provide better, customised services for a competitive edge
• Help stakeholders in:
- Classifying and segmenting data
- Synthesize the State of Art
- Hypothesis formation
• Enforce Standards achievement
• Allow concept-base searching among stored documents
NIMs display document clusters easy to be interpreted as trend lines, priority rankings and
main drivers coming from the documentation gathered, useful to classify and segment data
and to form scenario hypothesis. Clusters will be visualised on the geographic map into a
framework that allows to change the clustering parameters thanks to combo boxes.
Hence, a NIM allows to organise documents in clusters on the geographic map and to extract
the documents following user’s preference. In fact, on the NIM the user has a mask that allows
him/her to select among some parameters and to extract only the documents that satisfy the
selected parameters. In other words, NIMs allow to customise the document search
parameters, choosing on the basis of:
• Document classification
• Document technical relevance
• Document content
The NIMs purpose is to find groups of documents that are similar to each other based on the
attributes selected by the user.
The research parameters are the same of the uploading process3 (except the title). The
clusters will be created thanks to the nested query into the NDL database, and the results will
3
Document type, author, publication year, category, geographic location of the document origin,
technical relevance.
96
be displayed as clusters on the map. At this point, the geographic map improves and it
becomes a topic map that will show the state of art of the selected concept area.
The geographic localisation of a document is performed integrating “Google Maps”

(maps.google.com) and it is based upon the information provided to the document. In
particular, a user could specify:
• continent, OR
• continent, country, OR
• continent, country, city.
The system will adapt visualisation on available geographic information.
Figure 43 - NEAC Interactive maps
When clicking on a cluster, a balloon will display to the user information about documents
collected in that cluster:
• The number of collected documents;
• The range of the publication year (the minimum, the maximum) of the documents;
• The mean of the classification parameters (interest, relevance, priority, output).
97
Figure 44 - NEAC Interactive maps: a single example
From the collected documents, it is necessary to extract some research trend lines. These
trends are originated by a statistical elaboration of the NDL data (number of documents,
distribution frequencies, technical relevance values of the document, etc). Starting from this
data we can highlight, for example, which folder in the directory has the highest number of
documents, or which folder has documents with the highest mean of a technical relevance
value. In a second step we can combine these two results.
These results can be represented as a trend and can be suggested as a research theme that
may have important developments. In fact, one of the recent area of inquiry that make use of
text categorisation and do seem to fit within the conceptual framework of discovery of trends
and patterns within textual data for more general purpose usage. For example, text category
labels can be used to find “unexpected patterns” among text articles. The main approach in
literature is to compare distributions of category assignments within subsets of the documents
collection [Hearst: 5].
These first results pave the way to the improvement of NDL and NIM: in fact, these trend lines
can be improved by a text mining analysis of the documents uploaded into the library. For
example a keyword searching can give a more solid base to the construction of research
topics, represented as trend lines.
The “word” level is the first level into the text mining research4. Moreover, word frequencies in
texts have power distribution:
4
The levels of text mining are: word, sentence, document, document-collection, linked-document-
collection, application [Grobelnik, Mladenic].
98
• Small number of very frequent words;
• Big number of low frequency words.
It is clear how a heterogeneous mix of operations is required to conduct a complex analysis

over large text collections. Generally these operations include [Hearst: 5]:
1. Retrieval of articles from a particular collection (patents) within a particular date range.
2. Identification of the citation pool (articles cited by the patents).
3. Bracketing of this pool by date, creating a new subset of articles.
4. Computational of percentage of articles that remain after bracketing.
5. Joining these results with those of other collections to identify the publishers of articles
in the pool.
6. Elimination of redundant articles.
7. Elimination of article based on an attribute type (author nationality).
8. Location of full-text versions of the articles.
9. Extraction of a special attribute of the full text (the acknowledgment of funding).
10. Classification of this attribute (by institution type).
11. Narrowing the set of articles to consider by an attribute (institution type).
12. Computation of statistics over one of the attribute (peak year.)
13. Computation of the percentage of articles for which one attribute has been assigned
another attribute type (whose citation attribute has a particular institution attribute).
Some of these operations have been already exploited by the NDL, also with some variations
(steps 1, 2, 3, 4, 5, 11, 12). Starting from these considerations we built a simple text-mining
algorithm that picks up all words and sign them in a table. After that, keywords have to be
transformed by a stemming process: different forms of the same word are usually problematic
for text data analysis, because they have different spelling and similar meaning5. Stemming is
a process of transforming a word into its stem (normalised form). For the English language,
the stemming it is not a big problem, because publicly available algorithms give good results,
as that one implemented in NEAC: it is “Porter Stemmer” available at
http://www.tartarus.org/~martin/PorterStemmer/ [Grobelnik, Mladenic].
At this point, , a stop-words filter filters registered words. Stop-words are words that from
non-linguistic view do not carry information, but they have mainly functional role. In text
mining it is necessary to remove them, in order to help the methods to perform better
[Grobelnik, Mladenic].
5
e.g. learns, learned, learning… [Grobelnik, Mladenic].
99
The filter works thanks to a manual procedure: words considered as keywords are recorded in
a first table; words considered as stop-words are recorded in a second table. The NEAC
administrator can see both the tables: each keyword can be manually rejected and shifted in
the stop-word table by the proper command; each stop-word can be manually resumed and
shifted in the keyword table.
At this time our text-mining algorithm gives to the user a set of keywords. These keywords can
be used in order to explore lexical relations in the WordNet ontology-based dictionary, to which
NIMs have a direct interface. Moreover, keywords are employed to create thematic overviews
of text collections. For example we can select only the NDL folders with documents that have
the relevance parameter6 mean between 3 and 4. We can state that these documents contains
relevant topics and research issues, therefore keyword extracted from these documents can
support at depicting a relevant research theme.
6
“Relevance” is the relevance expressed by the EC.
100
NDL and NIM main results
Within the NDL and NIM over 100 of documents are collected so far. In the following, the main results have been extracted and proposed. In
particular we have shown the main research topics, as used in the NEAC Decision Dashboard, with the arithmetic average achieved
respectively for “Priority” (i.e. priority in the project-related Regions and corresponding Local Authorities); “Relevance” (i.e. relevance
expressed by the EC); “Interest” (i.e. the degree of interest coming from the NEAC partners). The values are ranged from 0 (minimum) to 5
(maximum).
hybrid electric-conventional engine vehicle

coal-oven steam vehicle
Alternative Fuels Vehicles
non conventional oil
vegetable oil
oil
combustion
Innovation
priority
diesel type biofuels
relevance
Alternative Fuels
interest
air vehicle
renewable energy
combustion
biodiesel
natural gas CNG (Compressed Natural Gas)
gas
0,00 0,50 1,00 1,50 2,00 2,50 3,00 3,50
Figure 45 - NEAC NDL results
101
Appendix 2: NEAC Decision Dashboard methodology
Introduction: how to merge C2, C3 and C4
The theoretical methodology applied to fill in the following table and to produce the
recommendations is well explained at the end of this document.
Actions for decision makers: merging table
In the tables and figures presented below the C2 and C3 data are combined in order to identify
the decisions’ spectrum that should be followed to improve the NEAC analysis main results.
Each item of the action table is composed by two or more aspects belonging to both C2 and C3
study, concurring at shaping a simple and clear picture of that item for each partner Region.
The details are showed below:
Status is depicted by:
o Financial resources (C2)
o Financial (C3)
Projection
o Network (C2)
o Mentality (C2)
o Customers (C3)
Workflow
o Skills (C2)
o Processes (C3)
Consequences & expected scenario
o Technology (C2)
o Innovation (C2)
o Learning & growth (C3)
102
Each cell has to be filled in accordance with the following judgements:
To be launched (1)
To be improved(2)
Medium (3)
Good (4)
Excellent (5)
103
CONSEQUENCES & EXPECTED
STATUS PROJECTION WORKFLOW
SCENARIO
C2: C2: MENTA- C3: CUSTO- C3:

C2: SKILLS C2: C2: C3:
FINANCIA C3: C2: LITY MERS PROCESS TECHNO- INNOVA- LEARNING
L RE- FINANCIAL NETWORK
LOGY TION & GROWTH
SOURCES
Hungary 2 4 3 4 2 2 4 4 2 3
North Rhine- 2 3 1 5 3 2 1 3 3 1
Westphalia
Province of 2 5 2 3 4 1 3 4 5 3
Reggio
Emilia
Samara 1 2 3 3 3 3
Saxony 4 1 5 5 2 3 4 5 5 4
Saxony 3 5 4 2 5 1 3 5 5 5
Anhalt
Slovenia 1 2 5 5 1 5 5 5 5 4
Community
of Valencia 2 3 1 2 5 3 1 1 5
Wales 4 2 2 2 3 2 2 4 4 4
West
Midlands 2 2 5 5 3 2 1 2 3 5
Table 1 Merging table - step 1: the judgement belongs to a five step rank (1. to be launched , 2. to be improved, 3. medium, 4. good, 5.
excellent) and it resumes the performance of the Region. The percentage shows the cases in which the Region is above the NEAC average.
104
Reggio Emilia Northrine Westphalia Saxony Saxony Anhalt Wales West Midlands Slovenia Valencia Samara Hungary
6
5
4
3
2
1
0
C2: C3: C2: C2: MENTA- C3: CUSTO- C2: SKILLS C3: PROCESS C2: TECHNO- C2: INNOVA- C3:
FINANCIAL FINANCIAL NETWORK LITY MERS LOGY TION LEARNING &
RE-SOURCES GROWTH
STATUS PROJECTION WORKFLOW CONSEQUENCES & EXPECTED SCENARIO
Figure 46 - This graph shows the content of table 1 (merging table- step 1) by histograms, respecting the same rank (1. to be launched , 2.
to be improved, 3. medium, 4. good, 5. excellent).
105
CONSEQUENCES
STATUS PROJECTION WORKFLOW & EXPECTED
SCENARIO
Hungary 3,50 3,00 2,00 4,00
North 2,50 3,00 1,50 2,33

Rhine-
Westphalia
Province of 2,50 4,00 3,50 4,67

Reggio
Emilia
Sa m a r a 4,00 3,67 2,00 5,00
Saxony 3,00 2,33 2,00 4,00
Saxony 2,00 4,33 1,50 3,33

Anhalt
Slovenia 1,50 3,67 5,00 4,67
Community 2,50 2,67 2,00 3,00

of Valencia
Wales 1,00 2,50 3,00 3,00
West 3,00 3,00 3,00 3,00

Midlands
consequences & expected scenario) C2 and C3 data in a unique judgment. Obtaining a
arithmetic mean over 3, the global judgment is good, under 3 to be improved.
106
CONSEQUEN
CES &
STATUS PROJECTION WORKFLOW
EXPECTED.
SCENARIO
to be good to be improved to be improved
Hungary
improved
to be good good good
North
improved
Rhine
Westphalia
good good to be improved good
Province of
Reggio
Emilia
good to be improved to be improved good
Sa m a r a
to be good to be improved good
Saxony
improved
to be good good good
Saxony
improved
Anhalt
to be to be improved to be improved good
Slovenia
improved
to be to be improved good good
Community
improved
of Valencia
good good good good
Wales
to be good to be improved to be improved

West
improved
Midlands
consequences & expected scenario) C2 and C3 data in a unique judgment.
107
Reggio Emilia Northrine Westphalia Saxony Saxony Anhalt Wales
West Midlands Slovenia Valencia Samara Hungary
6,00
5,00
4,00
3,00
2,00
1,00
0,00
STATUS PROJECTION WORKFLOW CONS & EXP. SCENARIO
respecting the same rank (≤ 3 = to be improved; > 3 = good).
The pictures reported below, which entail C2, C3 and C4 results, are a composition of views,
diagrams, objects and processes.
Views capture information about one or more specific aspects of the project.
Diagrams show a specific part of the project structure or a specific project situation.
Objects are the “things” in the project , the may be physical such as people,
machines, products or more abstract such as services, instructions.
Processes are the functions in the project that consume, refine or use objects to
affect or produce other objects.
These allows:
To better understand the key mechanisms of an existing system
To act as the basis for creating suitable information systems that support the action
plan
To act as the basis for improving the current business structure and operation
To show the structure of an innovated business
To analyse and learn from a new system concept used by a competitive Region
(e.g., benchmarking on the model level)
108
Actions for decision makers: template
Looking at the merging table (see tables below), a global judgment for each item has been
identified. With more details, it has been indicated if status, projection, workflow,
consequences and expected scenario are globally good or have to be improved and the
resulting judgment has been completed in the table below, near the requested information.
The traditional method for documenting a strategic pattern is to draw an organisation chart,
which detaches the pattern into a number of sections (e.g. status and motivation, workflow,
etc.) vertically represented.
This documentation method is limited to how the pattern is built and organised.
NAME and PRIORITY Insert the name of action plan and its priority.
The priority has to be chosen by the following
three-value rank: high (1), medium (2), low
(3)
STATUS and MOTIVATION – what and Insert the principal aim of the action plan and
why the motivation/s that carries out this analysis
WORKFLOW Insert the principal needed action emerged

from the analysis
PROJECTION Insert the projection of the actions
CONSEQUENCES and EXPECTED Insert the foreseen consequences and the

SCENARIO expected scenario related to the actions
application
Table 4 Action template
The priority associated to each table depends on the global performance of the partner Region
and it is not referred to judgments like risk and importance. The priority is expressed by a
three-step rank:
1. High = the Region is expected to improve two or more aspects of its global
performance.
2. Medium = the Region is expected to improve one aspect of its global performance.
3. Low = the Region is expected to consolidate its high level of performance and
expectations.
109
In the following, the results of NEAC partner Regions are reported.
Hungary (Magyarorszàg)
NAME and PRIORITY Hungary (Magyarorszàg) (Given the general

positive results, urgent intervention is not
strictly required)
STATUS and MOTIVATION – what and The status of Hungary (Magyarorszàg) for
why what concern that financial resources available
while the financial structure could be enriched.
WORKFLOW The workflow of Hungary (Magyarorszàg) is

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

good: the territorial development has been
achieved. A little bit more attention could be
paid to the customer care field.
CONSEQUENCES and EXPECTED The consequences and the expected scenario

SCENARIO of Hungary (Magyarorszàg) are good: the
Regional resources allow carrying out the
research projects belonging to the interest
area. Despite this, some efforts are needed to
consolidate the innovation extent.
Table 5 Action template for Hungary(Magyarorszàg)
110
NAME and PRIORITY North Rhine-Westphalia (Nordrhein-Westfalen)

(Intervention could be really helpful to
strengthen the territorial development).
STATUS and MOTIVATION – what and The status of North Rhine-Westphalia

why (Nordrhein-Westfalen) should be improved,
according to the figures collected and
evaluated. The general financial position of
this Region allows to start new research
projects which belong only to the priorities
identified by the European Commission
policies as depicted in the NEAC digital library.
Some work should be made in order to
consolidate the instruments to strengthen the
Regional financial resources and structure, and
in this way the wide deployment of EU
Research and Development project could be
really helpful.
WORKFLOW The workflow of North Rhine-Westphalia

(Nordrhein-Westfalen) should be improved.
The level of skills is not enough to improve the
process level.
PROJECTION The projection of North Rhine-Westphalia

(Nordrhein-Westfalen) is evaluated as good:
the development of the territory is actually
carried out. Despite the projection, the Region
can rely on stakeholders’ mentality and
network should be better projected towards
this attention.
Some work is recommended to strengthen the

customer care field.
111
SCENARIO of North Rhine-Westphalia (Nordrhein-
Westfalen) should be improved: the Region
resources may not allow to carry out the
research projects belonging to the interests’
area expressed by the NEAC regions area.
Learning and growth are a key topic that
should be promoted.
Table 6 Action template for North Rhine-Westphalia (Nordrhein-Westfalen)
112
NAME and PRIORITY Province of Reggio Emilia (Provincia di Reggio

Emilia)(Intervention could be really helpful to
strengthen the territorial development)
STATUS and MOTIVATION – what and The status of the Province of Reggio Emilia
why (Provincia di Reggio Emilia) is evaluated as
good as its financial position allows to start off
new research projects which belong to the
priorities identified by the European
Commission policies as depicted in the NEAC
digital library. In order to keep the project
orientation and technological transfer as high
as possible, some further activities should be
carried out in the consolidation of the financial
resources.
WORKFLOW The workflow of the Province of Reggio Emilia

(Provincia di Reggio Emilia) has to be
improved. The Region has not accumulated
sufficient skills resources, in order to start new
research projects belonging to the relevance
areas as represented by the NEAC Digital
Library. Some activities should be carried out
in improving the skills quality so as to
achieve the highest relevance in project
results, both in current and future initiatives.
PROJECTION The projection of the Province of Reggio Emilia

(Provincia di Reggio Emilia) vision is evaluated
as good. Therefore, it can be concluded that
the territory development is following an
active and fruitful process. Despite this some
work should be done in order to improve the
network system and the customer care field.
113
SCENARIO of the Province of Reggio Emilia (Provincia di
Reggio Emilia) are also considered as good by
the figures. It means that the Regional
resources allow carrying out the research
projects belonging to the interest area
expressed by the NEAC Regions. Despite this,
some work should be made in order to
consolidate the learning & growth extent.
Table 7 Action template for the Province of Reggio Emilia (Provincia di Reggio Emilia)Region
114
Samara (Сама́ра)
Data about Samara is partially not available; hence the evaluation is based only on the C2
data.
NAME and PRIORITY Samara (Самара) (Intervention could be really

helpful to strengthen the territorial
development). Since C3 analysis has not been
conducted for this Region, the analysis is not
conducted strictly following the procedure.
STATUS and MOTIVATION – what and According to the data available (in complete),
why the status of Samara (Самара) should be
improved: the financial position of this Region
may allow starting off new research projects
belonging only to the priority area.
WORKFLOW According to the data available incomplete),

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

the projection of Samara (Самара) should be
improved: the development of the territory
should be actively pursuit. The Region
networking should be enriched and the
stakeholders mentality should be changed.
115
SCENARIO of Samara (Самара) are good: when the status
will be good the region resources may allow to
carry out the research projects belonging to
the interest area (once again using the
special role to be not a direct European
member state, but being interesting for
European Commission and other partners).
Despite this, the consequences and expected
scenario resources could be generally
improved.
Table 8 Action template for Samara (Сама́ра)
116
Saxony (Sachsen)
NAME and PRIORITY Saxony (Sachsen)(Intervention could be helpful to

STATUS and MOTIVATION – what The status of Saxony (Sachsen) should be improved
and why according to the figures collected and evaluated. In
particular, the financial resources availability
recommend starting off new research projects in
the NEAC priority area (i.e. the issues closer to the
European Commission policies). The effect of these
actions, could therefore contribute to strengthen
the overall Regional financial structure and system.
WORKFLOW The workflow of Saxony (Sachsen) is evaluated as

good: when the status and the projection will be
good and the Region will maintain enough skills and
process resources, it will be possible to start new
research projects which belong to relevance areas
as represented by the NEAC Digital Library.
Particularly, some effort is needed in order to
extent the skills of the Region.
PROJECTION According to the analysis, the Saxony (Sachsen)

projection is evaluated as good: as a matter of fact,
still some works could be done in providing a more
effective customer care network. In the meanwhile,
mentality of the decision makers is already oriented
towards a stronger attention to well-developed
cross-territorial networking, as well as business that
could be generated within European projects and
programmes related tasks.
117
CONSEQUENCES and EXPECTED The consequences and the expected scenario of
SCENARIO Saxony (Sachsen) are evaluated as good: some
work should be made in order to maintain
technology and innovation level high. When the
Region status will be good it is recommended to
pay stronger attention in particular to the wide set
of possibilities provided by the 7th Framework
Programme of the European Commission, in
particular with reference to the NEAC Regions’
interest areas (mainly grouped within the Transport
and Energy Work Programme).
Table 9 Action template for Saxony (Sachsen)
118
NAME and PRIORITY Saxony-Anhalt (Sachsen-Anhalt)( Intervention

could be helpful to strengthen the territorial
development).
STATUS and MOTIVATION – what and The status of Saxony-Anhalt (Sachsen-Anhalt)

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

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

Anhalt) is evaluated as good. Therefore, the
territorial development is actively carried out.
When the workflow will be good it will be
possible to start new research projects
belonging to the relevance areas as reported
in the NEAC digital library. Suggestions could
be to even more stimulate the mentality of the
decision makers towards the networking
processes, both among public institutions, and
different companies internally and externally
in respect to the NEAC area.
119
SCENARIO of Saxony-Anhalt (Sachsen-Anhalt) are good:
the region resources allow to carry out the
research projects belonging to the main
interest area. As – according to the data –
technology, innovation and learning and
growth policies have to be preserved. A strong
attention both to the 7 Framework Programme
and CIP should be paid, in order to consolidate
the regional technological framework.
Table 10 Action template for Saxony-Anhalt (Sachsen-Anhalt)
120
NAME and PRIORITY Slovenia (Slovenija) (Intervention could be

development)
STATUS and MOTIVATION – what and The status of Slovenia (Slovenija) should be
why improved: the financial position of this region
allows the starting off of new research projects
belonging to the priority area. These project
will be helpful to improve the financial
WORKFLOW The workflow of Slovenia (Slovenija) is good:

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

the development of the territory is actively
pursuit. More could be made in the customer
care field: in this way a the improvement
process could be lead by the high cross-
territorial networking and the by the attentive
stakeholders mentality
121
SCENARIO of Slovenia (Slovenija) is good: the level of
technology and innovation is very high. In
order to start and to take part in research
projects belonging to the interest area, the
Region status have to be enhanced and the
consequences & expected scenario resources
could be helpful in this way.
Table 11 Action template for Slovenia(Slovenija)
122
Community of Valencia (Comundad Valenciana)
NAME and PRIORITY Valencia (Comunidad Valenciana)

(Intervention could be really helpful to
strengthen the territorial development).
STATUS and MOTIVATION – what and The status of Valencia (Comunidad

why Valenciana) should be improved. The financial
position of this Region allows the starting off
of new research projects in the priorities
identified by the European Commission
policies; despite this some efforts are required
to improve the Region status in terms of
WORKFLOW The workflow of Valencia (Comunidad

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

Valenciana) should be improved. The
territorial development can be actually
obtained. The customer care field is well-
structured and could lead the strengthen of
workflow issues, in order to make this
development even more systematic and
effective.
123
SCENARIO of Valencia (Comunidad Valenciana) are good:
the highest level of innovation are enough to
compensate the low level of technology.
However, when the status will be good, the
region resources will allow to carry on the
research projects belonging to the interest
area for NEAC area, as it already happening
with the strong attention that this region is
putting – for instance – to the topics of 7th
Framework Programme.
Table 12 Action template for Valencia(Comunidad Valenciana)
124
Wales
NAME and PRIORITY Wales (Intervention could be really helpful to

STATUS and MOTIVATION – what The status of Wales is evaluated as good,

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

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

development of the territory should be more
actively and actually pursuit. To even more
stimulate the effectiveness of industrial framework,
it could paid more resources and attention to the
customer care strategies and to the stakeholders
mentality oriented to the development of a cross-
territorial networking.
125
CONSEQUENCES and EXPECTED The consequences and the expected scenario for
SCENARIO Wales are good. This means that the region
resources will allow to carry on the research
projects belonging to the interest area for NEAC
region, particularly in the area of Interregg process,
in strong alignment with NEAC results. In order to
extend technology and innovation, activities should
be promoted in 7th Framework Programs and CIP.
Table 13 Action template for Wales
126
West Midlands
NAME and PRIORITY West Midlands (Intervention could be really

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

be improved. The Region skills and process
resources may not be enough in order to start
new research projects belonging to the
relevance area as depicted by NEAC digital
library.
PROJECTION The projection of West Midlands is good. As

there is room for a further development of
territorial potentiality, the very positive
mentality of the stakeholders and the well-
structured networking policies should be
preserved both using European based
initiatives as NEAC, both improving dialogues
among companies. These activities could be
oriented towards a more extra-territorial
attitude to the customer care filed.
127
SCENARIO of West Midlands are good. The region
resources will allow to carry on the research
projects belonging to the interest area. The
highest level of learning and growth resources
should be employed to strengthen the
technology and innovation extent.
Table 14 Action template for West Midlands
128
Recommendation flow-down
Once the action template tables have been filled in, we can pay attention to the aspects that
have to be improved. These aspects will be deeply analysed.
Then, it will be possible to consider the Region’s possibilities and its attitude at developing the
research issues presented in the C4 results.
We propose a few simple rules useful to consider the Regional capabilities matched to the
research topics.
IF status = to be improved THEN consider research issues where priority = high
ELSE
IF status = good AND projection + workflow = good THEN consider research issues where
priority = high AND research issues where relevance = high
OR
IF status = good AND consequence and expected scenario = good THEN consider research
issues where interest = high
These rules may produce some overlap: in this case we have to consider the relationship
between the research issues belonging to priority, relevance and interest, filling the
recommendation flow-down table in.
129
Hungary (Magyarorszàg)
PERFORMANCE ASPECT: status
GENERAL JUDGMENT: good
Recommendation Actions Research analysis & reporting
Improve financial resources 1. improve role of financial insitutions C2
2. improve Basel II compliance
3. improve Venture Capital
4. improve regional capital structures
Invest in researches of priority Pay attention to: C4
1. hybrid-electric-conventional engine vehicle;
2. coal oven steam vehicle
3. alternative fuels vehicle
4. non conventional oil
5. diesel type biofuel
6. biodiesel
PERFORMANCE ASPECT: workflow
130
Improve skills quality 1. improve future supply of skilled workforce C2
2. matching skills demand
3. improve workforce skills
4. improve skills monitoring
131
PERFORMANCE ASPECT: projection
Improve customer care field 1. improve complaints/orders C3
Since workflow is good, invest in Pay attention to: C4

researches of relevance
5. air vehicle
6. biodiesel
7. oil
8. combustion
9. innovation
11. renewable energy
12. natural gas
132
PERFORMANCE ASPECT: consequences and expected scenario
Invest in researches of interest Pay attention to: C4
5. vegetable oil
6. oil
7. combustion
8. innovation
10. alternative fuels
11. gas
Table 15 Conclusive recommendation flowdown for Hungary (Magyarorszàg)
133
GENERAL JUDGMENT: to be improved
Improve financial resources 1. improve regional capital structures C2
2. improve role of financial insitutions
6. biodiesel
134
Improve skills quality 1. improve skills monitorino C2
2. improve matching skills demand
Improve process quality 4. improve stock turnover C3
5. improve supplies delivered on time/cost bought

in material and services
6. improve total turnover/number of order

received
135
Recommendation Actions Research analysis &

reporting
Improve network quality 1. improve B2B%business facilitation C2
2. improve targeted support
3. improve balance of market positions
4. improve reducing legal barriers to competitiveness
5. improve fragmentation in the regional network
136
Improve learning and growth 1. improve the new employees/ number of FTE C3
employees
2. improve the turnover from new products and

services / total turnover
Table 16 Conclusive recommendation flow-down for North Rhine-Westphalia(Nordrhein-Westfalen)
137
6. Biodiesel
Improve skills quality 1. improve workforce skills C2
2. improve workforce age structure
138
3. improve future supply of skilled workforce
4. improve language skills
none
139
5. vegetable oil
6. oil
7. combustion
8. innovation
11. gas
Table 17 Conclusive recommendation flowdown for Province of Reggio Emilia (Provincia di Reggio Emilia)
140
Samara (Сама́ра) - data partially not available
4. improve regional business support
6. biodiesel
141
none
Improve network 1. improve B2B%business facilitation C2
142
5. vegetable oil
6. oil
7. combustion
8. innovation
11. gas
Table 18 Conclusive recommendation flowdown for Samara (Сама́ра)
143
Saxony (Sachsen)
Improve Regional financial structures 1. improve cash in bank/total turnover C3
2. improve return on capital employed
3. improve total turnover/growth
Invest in researches of priority pay attention to: C4
6. biodiesel
144
none
Improve network 1. improve B2B business facilitation C2
2. improve projectioned support
4. improve reducing legal barriers to

competitiveness
5. improve fragmentation in the Regional network
6. improve permeability of network
Improve customer care 1. reduce complaints C3
2. gain new customers
145
none
Table 19 Conclusive recommendation flowdown for Saxony(Sachsen)
146
Consolidate financial resources 1. improve subsidised financial support C2
Consolidate Regional financial structures 1. improve return on capital employed C3
6. biodiesel
147
Improve skills quality 1. improve matching skills demand C2
Improve process quality 6. improve stock turnover C3

received
148
Improve mentality 1. improve mechanisms challenging mentality C2

barriers
2. improve integration & acceptance of foreign

workforce
3. improve acceptance of foreign management
4. improve acceptance of foreign cultures
149
Improve innovation extent 1. improve technology & innovation transfer C2
2. improve projectioned support & innovative

capacity
3. improve Eu & national subsidy programs
4. improve strategy meetings/circles and R&D

initiatives
5. improve external innovation & technology

transfer
150
5. vegetable oil /oil
6. combustion
7. innovation
10. gas
Table 20 Conclusive recommendation flowdown for Saxony-Anhalt (Sachsen-Anhalt)
151
Improve financial structures 5. improve cash in bank/total turnover C3
152
6. biodiesel
Recommendation Actions Research analysis &

reporting
none
Improve customer extent 1. improve complaints/orders C3
2. improve new customers/total customers
153
none
Table 21 Conclusive recommendation flowdown for Slovenia(Slovenija)
154
Community of Valencia (Comunidad Valenciana)
4. improve regional business support
6. biodiesel
155
Improve process quality 1. improve total turnover/number of orders C3

competitiveness
Improve mentality 1. improve mechanisms challenging mentality C2

barriers
156
none
Table 22 Conclusive recommendation flowdown for Valencia(Comunidad Valenciana)
157
Wales
Improve Regional financial structures 1. improve cash in bank / total turnover C3
6. biodiesel
158
Improve process quality 1. improve supplies delivered on time/cost bought C3

in material and services

received
159

competitiveness
Improve mentality 1. improve acceptance of foreign management C2
3. improve general work attitude/ ethic & CI
160
5. vegetable oil
6. oil
7. combustion
8. innovation
11. gas
Table 23 Conclusive recommendation flowdown for Wales
161
West Midlands
4. subsidized financial support
6. biodiesel
162
Improve process quality 1. improve total turnover/number of order C3

received
163
none
Improve technology 1. improve match-making C2
2. improve levels of planned investment
3. improve network participation at echnology fairs

outside the region
5. vegetable oil
164
6. oil
7. combustion
8. innovation
10. alternative fuels and 11. gas
Table 24 Conclusive recommendation flowdown for West Midlands
165
REFERENCES
• Grobelni, M., Mladenic, D., Text-Mining Tutorial
• Hearst, M., Untangling Text Data Mining
• Han, Kamber, Data Mining: Concepts and Techniques, Lecture Notes
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Competitiveness Agenda 25 18dec07 Final1

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NEAC competitiveness

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

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

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

NEAC Project Coordinator

NEAC Component 4 leader

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

All methodological results are reported in Appendix 2.

RESEARCH ISSUES •hybrid-electric-conventional engine vehicle; •oil

Figure 1 - NDD for Hungary (Magyarorszàg)

Detailed data Summary

RESEARCH ISSUES • hybrid-electric-conventional engine vehicle; • vegetable oil

Figure 2 - NDD for Province of Reggio Emilia

RESEARCH ISSUES •hybrid-electric-conventional engine vehicle;

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

STATUS PROJECTION WORKFLOW CONSEQUENCES

RESEARCH ISSUES •hybrid-electric-conventional engine vehicle;

Figure 4 - NDD for Samara (Самара)

RESEARCH ISSUES • hybrid-electric-conventional engine vehicle;

Figure 5 - NDD for Saxony (Sachsen)

RESEARCH ISSUES • hybrid-electric-conventional engine vehicle; • vegetable oil

Figure 6 - NDD for Saxony-Anhalt (Sachsen)

RESEARCH ISSUES • hybrid-electric-conventional engine vehicle;

Figure 7 - NDD for Slovenia (Slovenija)

RESEARCH ISSUES •hybrid-electric-conventional engine vehicle;

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

RESEARCH ISSUES • hybrid-electric-conventional engine vehicle; • vegetable oil

Figure 9 - NDD for Wales

RESEARCH ISSUES •hybrid-electric-conventional engine vehicle;

Figure 10 - NDD for West Midlands

Introduction and added value of this analysis towards the NEAC

The relevant areas will be investigated in terms of:

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

Main findings of the territorial analysis

Each NEAC Region has been evaluated at three levels:

• Finally, a general comment is reported.

This Region presents a low academic education rate

The developed technological field is focused not only on

The attention on Automotive Innovations is not on

It entails Regional Cluster activities in marketing and

The relevant areas of strategic Competitiveness include

The inter-sectoral linkage with Software and Electric

Regional capital structure

Financial Basel 2 compliance

resources Venture Capital

Targeted support & innovative capacity

External innovation & technology transfer

Monitoring planned investment

Levels of planned investment

Network participation at fairs outside the region

Balance of market positions

Fragmentation in the regional network

Mechanisms challenging mentality barriers

Mentality Acceptance of foreign management

General work attitude/ ethic & CI

Matching skills demand

Future supply of skilled workforce

Figure 11 - C2 summary for Hungary (Magyarorszàg)

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

The developed technological field is focused not only on

The attention on Automotive Innovations is specific on

It also entails Regional Cluster marketing and target

The relevant areas of strategic Competitiveness include

The inter-sectoral linkage with Software and Electric