natgillin/translations-raw huggingface dataset:
EU‘s initiativ for at skabe excellente klyngeorganisationer opererer med klynge-organisationer på tre niveauer: Gold Label (”world class excellence”), Silver Label (”strong, mature clusters”) og Bronze Label (alene dokumentation for, at man har en klyngeorganisationsstruktur på plads, men siger ikke nødvendigvis noget om klyngens niveau).
The EU‘s initiative for the creation of excellent cluster organisations operates with cluster organisations at three levels: Gold Label (‘world-class excellence’), Silver Label (‘strong, mature clusters’) and Bronze Label (documentation only that a cluster organisation structure is in place; does not necessarily say anything about the cluster‘s level).
Opnåelse af især Gold Label (men også Silver og Bronze Label) giver klyngeorganisationer en række fordele.
Being awarded the Gold Label in particular (but also the Silver and Bronze Labels) will give cluster organisations a number of advantages.
Først og fremmest er der tale om en kvalitetsmæssig blåstempling af klyngeorganisationen, som giver stor international synlighed og åbner mange døre for nye samarbejdspartnere og aktiviteter.
Firstly, this is recognition of the quality of the cluster organisation, which gives great international exposure and opens many doors to new partners and activities.
Dermed bliver det nemmere at komme med i internationale samarbejdsprojekter.
This makes it easier to get accepted for international collaboration projects.
Guld-mærkatet er også et godt profileringsredskab i forhold til at tiltrække investeringer og veluddannet arbejdskraft til klyngen.
The Gold Label is also a good marketing tool in relation to attracting investors and qualified labour for the cluster.
Opnåelse af EU’s Gold Label, Silver Label eller bronze label garanterer imidlertid ikke automatisk finansiel støtte fra hverken staten eller regionerne, jf. senere.
However, achieving the EU‘s Gold Label, Silver Label or Bronze Label does not guarantee automatic financial support, neither from the government nor from the regions, cf. details below.
De organisationer, der herigennem kan sandsynliggøre, at de opfylder kravene, kan søge Innovationsnetværk Danmark- programmet (eller eventuelt de Regionale vækstfora) om finansiering til at få gennemført selve Gold Label certificeringsprocessen, der gennemføres af uafhængige, certificerede auditører.
The organisations that can render it probable by means of this tool that they meet the requirements can apply to the Innovation Network Denmark programme (or possibly the regional growth centres) for funding to complete the actual Gold Label certification process, which is carried out by independent, certified auditors.
LIGA 1: GLOBALT KONKURRENCEDYGTIGE OG INTERNATIONALT FØRENDE KLYNGEORGANISATIONER
LEAGUE 1: GLOBALLY COMPETITIVE AND INTERNATIONALLY LEADING CLUSTER ORGANISATIONS
Dette er klyngeorganisationer, der tilhører eliten i Europa/
These are cluster organisations that belong to the elite in
verden målt på de 31 ECEI-indikatorer og derfor kan måle sig med de bedste i udlandet.
Europe / the world measured against the 31 ECEI indicators, which means that they are comparable to the best organisations abroad.
Der vil ofte være tale om klyngeorganisationer, der har eksisteret gennem længere tid og derigennem har opbygget en excellent ledelse og organisation, der har et tæt og tillidsbaseret forhold til klyngeorgani- sationens aktører og formår at tilrettelægge værdiskabende aktiviteter skræddersyet til klyngevirksomhedernes behov.
Often, these will be cluster organisations that have existed for an extensive period of time, which have developed excellent management and an organisation that has a close trust-based relationship with the cluster organisations‘ players, and which are able to organise value- creating activities tailored to the cluster enterprises‘ needs.
Disse klyngeorganisationer vil typisk involvere internationalt førende virksomheder og videninstitutioner og være anerkendt nationalt såvel som internationalt som en central aktør og indgang til erhvervslivet inden for det pågældende fokusområde og har endvidere opbygget stærke internationale samarbejdsrelationer.
Such a cluster organisation will typically involve internationally leading enterprises and knowledge institutions and will be recognised nationally as well as internationally as a central player and entrance to the business community for the relevant focus area; it will also have established strong international collaboration relations.
Ofte vil de danske internationalt førende klyngeorganisationer have deres fokus inden for områder, hvor Danmark har erhvervs- og videnmæssige styrkepositioner internationalt set.
Often, the Danish internationally leading cluster organisations will focus on areas where Denmark holds business and knowledge-related positions of strength in an international perspective.
Offshore Center Danmark er et eksempel på en internationalt førende klyngeorganisation, der netop som den første danske klynge har modtaget EU’s Gold Cluster Label med godkendelse af Europa-Kommissionen baseret på en meget høj score på de 31 ECEI-indikatorer.
Offshore Center Denmark is an example of an internationally leading cluster organisation, which has just, as the first Danish cluster, been awarded the EU‘s Gold Cluster Label with the approval of the European Commission based on a very high score against the 31 ECEI indicators.
Ambitionen er, at 10 danske klyngeorganisationer skal kunne opnå EU’s Gold Label.
The ambiti on is that 10 Danish cluster organisations must be able to achieve the EU‘s Gold Label.
LIGA 2: STÆRKE, MODNE OG HOLDBARE KLYNGEORGANISATIONER
LEAGUE 2: STRONG, MATURE AND DURABLE CLUSTER ORGANISATIONS
Her er tale om klyngeorganisationer, der har opnået et vist professionelt niveau og kritisk masse, har skabt dokumenterede resultater i form af innovation og vækst og har etableret samarbejder, der rækker udover den regionale forankring.
These are cluster organisations that have achieved a certain professional level and critical mass, have created documented results in the form of innovation and growth, and have established collaboration that transcends the regional anchoring.
For at kvalificere sig til denne liga skal man i EU’s benchmarking opnå en kvalitetsscore, der svarer til ”sølv-niveau”.
In order to qualify for this league, it is necessary to achieve a quality score against the EU‘s benchmarking that corresponds to ‘silver level’.
De stærke, modne og holdbare klyngeorganisationer mangler dog fortsat noget i forhold til at nå samme niveau som de globalt konkurrencedygtige og internationalt førende klyngeorganisationer.
However, the strong, mature and durable cluster organisations still lack something in relation to achieving the same level as the globally competitive and internationally leading cluster organisations.
Det kan fx være, at de ikke er nået så langt med hensyn til internationalisering eller i at skabe tilstrækkeligt mange værdiskabende services og aktiviteter for medlemmerne.
This could, for instance, be that they have not come very far in terms of internationalisation or in terms of creating a sufficient number of value-creating services and activities for their members.
En vigtig funktion for klynger og netværk i denne liga er at understøtte innovationskapaciteten i små og mellemstore virksomheder - også inden for områder, hvor Danmark ikke nødvendigvis har førende internationale styrkepositioner, men hvor der alligevel er plads til konkurrencedygtige danske virksomheder, hvis de får adgang til den rette viden og teknologi.
An important function for clusters and networks in this league is to support the innovation capacity in small and medium-sized enterprises – also within areas where Denmark does not necessarily have international positions of strength, but where there is still room for competitive Danish enterprises if they gain access to the right knowledge and technology.
De stærke, modne og holdbare klyngeorganisationer udgør en vigtig del af Danmarks innovationsinfrastruktur overfor SMV’er og bør have gode rammer og understøttes finansielt også selv om de ikke alle vil kunne udvikle sig til globalt konkurrencedygtige og internationalt førende klyngeorganisationer.
The strong, mature and durable cluster organisations constitute an important part of Denmark‘s innovation infrastructure as regards the SMEs, and they should be given a good framework and be supported financially – even if they will not all be able to develop into globally competitive and internationally leading cluster organisations.
Innovationsnetværket AluCluster er et eksempel på en stærk, moden klynge, som har høje ambitioner om at rykke op blandt de internationalt førende.
The Innovation Network AluCluster is an example of a strong, mature cluster that has high ambitions about moving up amongst the internationally leading clusters.
I erkendelse af, at det nuværende fokus for klyngen ikke rummer tilstrækkelige udviklingspotentialer til at indfri ambitionsniveauet, er AluCluster i gang med at overveje en sammenlægning med både Innovationsnetværket PlastNet og Stålklyngen, for derved at kunne etablere en stærk samlet og globalt konkurrencedygtig klyngeorganisation inden for materialeteknologi.
Recognising that the current focus of the cluster does not contain sufficient development potentials to meet the ambition level, the Innovation Network AluCluster is currently considering merging with both the Innovation Network PlastCluster and the Steel Cluster in order to establish a strong, combined globally competitive cluster organisation within materials technology.
LIGA 3: MINDRE, SPIRENDE OG REGIONALT/LOKALT SPECIALISEREDE KLYNGEORGANISATIONER
LEAGUE 3: SMALL, EMERGING REGIONALLY/LOCALLY SPECIALISED CLUSTER ORGANISATIONS
Spirende klyngeorganisationer og mindre lokalt eller regionalt specialiserede klyngeorganisationer befinder sig på et relativt umodent udviklingsniveau set i sammenligning med internationalt førende klyngeorganisationer og modne større klyngeorganisationer.
Emerging cluster organisations and small locally or regionally specialised cluster organisations are at a relatively immature development stage compared to internationally leading cluster organisations and mature, large cluster organisations.
Det kan være fordi klynge- organisationen er forholdsvis ny, fordi klyngeorganisationen mangler kritisk masse eller kvalitet i aktørkredsen, blandt andet fordi den måske har et meget geografisk begrænset lokalt eller regionalt fokus), eller fordi klyngeorganisationen endnu ikke har kastet tilstrækkelige resultater af sig i form af vækst og innovation i virksomhederne.
This may be due to the fact that the cluster organisation is relatively new, that the cluster organisation lacks critical mass or quality in the circle of players (partly because it may have a very geographically limited local or regional focus), or that the cluster organisation has not yet yielded sufficient results in the form of growth and innovation in the enterprises.
Det afgørende er at identificere de spirende klyngeorganisationer, hvis medlemsvirksomheder har stærke vækst- og udviklingspotentialer og at fokusere på at understøtte disse såvel finansielt som kompetencemæssigt.
The crucial thing here is to identify the emerging cluster organisations whose membership enterprises have strong growth and development potentials, and to focus on supporting these both financially and in terms of competences.
Der findes mange små lokalt, regionalt og fagligt afgrænsede klyngeorganisationer i Danmark, hvor målet ikke er at skabe en klynge i verdensklasse.
There are many small locally, regionally and professionally delimited cluster organisations in Denmark who are not aiming to create world-class clusters.
Indsatsen kan alligevel understøtte disse klynger, da de udgør en vigtig regional prioritering for at skabe økonomisk udvikling, vækst og jobs i yderområder og lokalområder.
The effort can still support these clusters as they constitute an important regional priority for the creation of economic development, growth and employment in the outlying areas and local areas.
Indsatsen vil her været fokuseret på at opgradere kvaliteten af samarbejdet gennem kompetenceopbyging og ved at sikre samarbejde med andre klyngeorganisationer for at skabe bedre effekter.
In this case, the effort will focus on upgrading the quality of the collaboration through competence development and by ensuring collaboration with other cluster organisations in order to create better effects.
Et eksempel på en ny, spirende, men umoden klynge er igangværende bestræbelser på at etablere en klynge for de digitale kreative erhverv (animation, digitale spil og læring mv.).
One example of a new, emerging, but immature cluster is the ongoing endeavours to establish a cluster within the digital creative professions (animation, digital games and learning etc.).
PRINCIPPER FOR OPNÅELSE AF FINANSIERING TIL KLYNGEORGANISATIONER
PRINCIPLES FOR ACHIEVING FUNDING FOR CLUSTER ORGANISATIONS
Opnåelse af EU’s Gold Label, Silver Label eller bronze label garanterer som nævnt ikke automatisk finansiel støtte fra hverken staten eller regionerne.
As mentioned above, achieving the EU‘s Gold Label, Silver Label or Bronze Label does not guarantee automatic financial support from neither government nor regions.
Finansiel støtte til klyngeorganisationer inden for de tre ligaer opnås som hidtil ved at opfylde de kriterier og krav, som de bevilgende myndigheder hver især lægger vægt på.
Financial support for cluster organisations within the three leagues will be achieved in the same way as has been the case until now by meeting the criteria and requirements that are emphasised by each of the grant-awarding authorities.
Disse kriterier kan variere region til region og mellem ministerier alt efter, hvad der vægtes højest.
These criteria may vary from region to region and among ministries depending on what is considered of greatest significance.
Der vil som led i det forum, der etableres mellem de relevante ministerier og regionerne blive drøftet, hvilke grundlæggende kriterier parterne kan være fælles om at anvende.
In connection with the forum that will be established among the relevant ministries and the Danish regions, it will be discussed what basic criteria the parties can agree to apply.
Eksempelvis bør det være et krav, at alle klyngeorganisationer, der modtager offentlige bevillinger, har et godt kendskab til alle aktører i erhvervsfremme- og innovationssystemet (lige fra lokal erhvervsservice til universiteter) og samarbejder med dem om at sikre virksomhederne en effektiv og sammenhængende service.
For instance, it will be a requirement that every cluster organisation that receives public grants must have in-depth knowledge of all players in the enterprise and innovation system (right from local business service to universities), and they must collaborate with these to provide efficient and cohesive service for the enterprises.
EKSEMPLER PÅ VIGTIGE STRATEGISKE PRINCIPPER FOR KLYNGEORGANISATIONERS GODKENDELSE TIL BEVILLINGER
EXAMPLES OF IMPORTANT STRATEGIC PRINCIPLES FOR CLUSTER ORGANISATIONS‘ APPROVAL FOR GRANTS
KLYNGEORGANISATIONER…
CLUSTER ORGANISATIONS…
skal have en kritisk masse i deltagerkredsen – og rumme en bred vifte af førende kompetencer fra virksomheder og videninstitutioner mv.
Must have critical mass in their circle of participants – and include a wide array of leading competences from enterprises, knowledge institutions etc.
UNDERSTØTTELSE AF NATIONALE KLYNGEORGANISATIONER, EXCELLENT KLYNGE- LEDELSE SAMT GODE LOKALE OG REGIONALE KLYNGEORGANISATIONER, DER SKABER EFFEKT
SUPPORT OF NATIONAL CLUSTER ORGANISATIONS AND EXCELLENT CLUSTER MANAGEMENT, AND OF GOOD LOCAL AND REGIONAL CLUSTER ORGANISATIONS THAT CREATE EFFECT
Kompetencerne i klyngeledelsen og – organisationen er helt afgørende for klyngernes evne til at skabe resultater og effekter for virksomhederne.
The competences in the cluster management and organisation are crucial to the cluster‘s ability to create results and effects for the enterprises.
På trods af, at klyngeorganisationer typisk er små, skal de råde over en palet af forskellige kompetencer, hvoraf nogle er meget vanskelige at tilegne sig gennem det traditionelle uddannelsessystem.
Despite the fact that the cluster organisations are typically small, they have at their disposal a palette of different competences of which some are very difficult to acquire through the traditional educational system.
Det kan derfor tage mange år at opbygge dygtige og effektive klyngeorganisationer.
It may therefore take several years to establish competent and efficient cluster organisations.
Der kan imidlertid skabes en hurtigere vej til dygtiggørelse og professionalisering af klyngeorganisationer, hvis klyngerne tilbydes forskellige former for kompetenceudvikling, spar- ring og support målrettet deres behov.
However, it is possible to create a quicker path to skill development and professionalisation of cluster organisations if the clusters are offered different forms of competence development, sparring and support targeted at their needs.
I 2009 blev der etableret to forskellige funktioner, der skulle supportere de danske klynger og netværk.
In 2009, two different functions were established, which were to support the Danish clusters and networks.
De to funktioner supplerer hinanden.
The two functions supplement each other.
Den ene funktion var Reg X, som blev etableret i et samarbejde mellem en række partnere, bl.a. Erhvervs- og Vækst- ministeriet, Region Syddanmark og Syddansk Universitet.
One of the functions was Reg X, which was established in collaboration between a number of partners, including the Ministry of Business and Growth, the Region of Southern Denmark and the University of Southern Denmark.
Reg X skulle særligt arbejde med at styrke udviklingen af de danske klynger gennem kompetenceopbygning, erfaringsudveksling og netværk.
Reg X was to work specifically with strengthening and developing Danish clusters through competence development, knowledge exchange and networks.
Den anden funktion var Netmatch, som Ministeriet for Forskning, Innovation og Videregående Uddannelser etablerede via et EU-udbud.
The other function was Netmatch wihic was established by the Ministry of Science, Innovation and Higher Education via an EU tender.
Netmatch blev etableret med henblik på at være en ressource, de danske Innovationsnetværk og andre klynger kunne trække på til kompetenceudvikling af klyngeorganisationernes sekretariater, øget internationalisering, udvikling af bedre matchmakingakti- viteter samt styrkelse af samarbejdet og synergien mellem netværkene.
Netmatch was established with a view to being a resource for the Danish innovation networks and other clusters to draw on for competence development of the cluster organisations‘ secretariats, increased internationalisation, development of better matchmaking activities and strengthening of collaboration and synergy between the networks.
Netmatch drives af bl.a. REG LAB, som er et netværk og tænketank med over 100 medlemmer på tværs af innovations- og erhvervspolitiske aktører i Danmark.
Netmatch is run by, among others, REG LAB, which is a network and think tank with more than 100 members across innovation and business policy players in Denmark.
Derigennem har Netmatch en effektiv platform til at skabe synlighed, opsamle erfaringer og skabe bedre rammer for kendskab og samspil mellem klyngerne og andre centrale aktører i fx regioner, kommuner og videninstitutioner.
This gives Netmatch an efficient platform for creating exposure, gathering experience and creating a better framework for knowledge and interaction among the clusters and other key players, e.g. in regions, municipalities and knowledge institutions.
Netmatch er desuden ansvarlig for årlige performance- regnskaber for aktiviteterne i de deltagende klyngeorganisationer, udvikling af fælles redskaber for klyngeorganisa- tionerne samt at afholde regelmæssige møder, workshops, konferencer, seminarer for klyngeledere og -medarbejdere.
Netmatch is also responsible for annual performance accounts of activities in the participating cluster organisations, development of common tools for the cluster organisations, and holding regular meetings, workshops, conferences and seminars for cluster managers and staff.
Det er vigtigt, at den store erfaring og viden om klyngeudvikling, som de to funktioner har opnået i de sidste tre år, ikke tabes på gulvet.
It is important to ensure that the extensive experience and knowledge about cluster development accumulated by the two functions have over the last three years are not lost.
I 2013 skal aktiviteterne samles i én platform, som alle klyngeorganisationer, der er med i de tre ligaer, kan trække på.
In 2013, the activities will be gathered on one platform, which will be accessible to all cluster organisations in the three leagues.
Desuden skal aktiviteterne videreudvikles og skræddersys i forhold til at matche klyngernes forskellige udviklingstrin.
The activities will also be further developed and tailored in relation to matching the development stages of the different clusters.
INTERNATIONALISERING AF KLYNGEORGANISATIONER
INTERNATIONALISATION OF CLUSTER ORGANISATIONS
De bedste klyngeorganisationer skal engagere sig i internationalt samarbejde fordi det er til gavn for klyngens virksomheder og andre medlemmer.
The best cluster organisations must engage in international collaboration because this is beneficial to the enterprises and other members of the clusters.
Klyngeorganisationer kan især spille en væsentlig rolle i forhold til at understøtte små og mellemstore virksomheders internationaliserings- processer ved at fungere som døråbner for adgang til international viden, samarbejdspartnere samt nye markeder og eksportmuligheder.
Cluster organisations can each play an important role in relation to supporting the internationalisation processes of small and medium- sized enterprises by serving as door-openers for access to international knowledge, partners and new markets and export possibilities.
Klyngeorganisationerne har dog ikke detailkendskab til udenlandske forhold, markeder og potentielle samarbejdspartnere.
However, the cluster organisations do not have detailed knowledge of foreign conditions, markets and potential partners.
Det er derfor vigtigt, at der arbejdes sammen med de centrale aktører, der arbejder med internationalisering af danske virksomheder og investeringsfremme, herunder Eksportrådet og Invest in Den- mark, de danske innovationscentre i udlandet, ambassader og handelskontorer samt brancheforeninger.
It is therefore essential to collaborate with the key players who work with internationalisation of Danish enterprises and investment promotion, including the Danish Trade Council and Invest in Denmark, the Danish innovation centres abroad, embassies and business offices as well as industry associations.
Det har vist sig, at der er særlige potentialer og gevinster ved at etablere internationale klynge-til-klyngeorgani- sationssamarbejder, hvor danske klyngeorganisationer etablerer et samarbejde med en eller flere andre klyngeorganisationer i udlandet, som har noget relevant at byde på set med danske øjne.
It has become clear that there are special potentials and advantages to be found in establishing international cluster- to-cluster collaborations, where Danish cluster organisations establish collaboration with one or more foreign cluster organisations which have something relevant to offer from a Danish point of view.
Inden 2014 vil der være konkrete internationale klyngesamarbejdsprojekter med mindst 50 udenlandske klyngeorganisationer.
By the end of 2013, specific international cluster collaboration projects will exist with at least 50 foreign cluster organisations (see appendix).
INTERNATIONALISERING – EN INTEGRERET DEL AF KLYNGERS INDSATS
INTERNATIONALISATION – AN INTEGRATED PART OF THE CLUSTERS‘ EFFORT
Fra 2014 skal internationale virksomhedsaktiviteter i klyngeorganisationer i de to øverste ligaer være en fast bestanddel af de tilbudte aktiviteter for virksomheder.
From 2014, international business activities in cluster organisations in the two top leagues are to be a permanent part of the activities that are offered to enterprises.