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7_Hakon Gunnarsson_İzlanda Jeotermal Kümelenmesi
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7_Hakon Gunnarsson_İzlanda Jeotermal Kümelenmesi

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  • Ladies and gentlemen,It is an honor to be invited to this honorable meeting – and it has been very interesting to listen to the speeches this morning. My name is Hákon Gunnarsson and I am the „cluster manager“ for the organisation „Iceland Geothermal Cluster Initiative“ – a collaboration that has been almost a 4 year in process. It all started when in the summer 2009 Professor Michael Porter and his principal associate from Harvard Business School – the German Dr. Christian Ketels agreed to work on the mapping of the Geothermal Cluster in Iceland and they presented their findings on a conference in Reykjavík in November 2010.
  • MichaelPorter kom hingað til lands árið 2006 og gerði greiningu á samkeppnishæfni Íslans ásamt sínum nánasta samstarfsmanni Dr. Christian Ketels. Þeir vöruðu okkur við sem frægt er orðið en við hlustuðum ekki. Hrunið varð ekki til þess að minnka áhuga MichaelPorter á Íslandi. Til að gera langa sögu stutta hefur hann fylgst afar vel með íslensku efnahagslífi síðan þá og komið hingað alls fjórum sinnum á sex árum.Það var árið 2009 sem hann féllst á, ásamt áðurnefndum Dr. Christian Ketels, að kortleggja hinn íslenska jarðvarmaklasa í samvinnu við Gekon. Skýrslan og þessi fyrirlestur fjallar um framvindu þeirrar vinnu, stöðuna í dag og hvert hún stefnir. Áður en lengra er haldið er þó rétt að rifja upp það lykilhugtak sem hér um ræðir, þ.e. Klasar.
  • Theresultfromthemappingwaspublishedin a conferenceonNovember 1st 2010. Everyoneagreeditwas a success.
  • Last Friday the board of IG came together
  • This work has been going through some phases along the way. The first phase was the mapping of the cluster and choosing the projects the members of the cluster was willing to prioritese. The projects was of many kinds – but all had the aim to strengthen the infrastructure of the geothermal sector in Iceland. I can mention innovation and technical projects, redefining of the education in geothermal energy in Iceland, initiate a dialog between government and industry in the country and data collection, just to name a few. The participants in these projects are over 200 and they are coming from all the major players in the industry.
  • There are now approximately 50 members of the cluster cooperation – and all of those of importance are there included. There are 9 members of the board of the organization – the chairman being the legendary Mr Albert Albertsson, the deputy director of HS Orka.
  • One additional point: help clusters to self-discover
  • To give you an idea where we come from here are some climbsSmall Island up in the North with population of only 320 thousand people, we do have our own language and our own curruncy, propably the smallest economy in the world.
  • As you noticed in the video the geothermal plays a big role in our community. I would tell the story of the background of this initiative and then we need to go back to the year 2006
  • Michael Porter kom hingað til lands árið 2006 og gerði greiningu á samkeppnishæfni Íslands ásamt sínum nánasta samstarfsmanni Dr. Christian Ketels. Þeir vöruðu okkur við sem frægt er orðið en við hlustuðum ekki. Hrunið varð ekki til þess að minnka áhuga Michael Porter á Íslandi. Til að gera langa sögu stutta hefur hann fylgst afar vel með íslensku efnahagslífi síðan þá og komið hingað alls fjórum sinnum á sex árum.Það var árið 2009 sem hann féllst á, ásamt áðurnefndum Dr. Christian Ketels, að kortleggja hinn íslenska jarðvarmaklasa í samvinnu við Gekon. Skýrslan og þessi fyrirlestur fjallar um framvindu þeirrar vinnu, stöðuna í dag og hvert hún stefnir. Áður en lengra er haldið er þó rétt að rifja upp það lykilhugtak sem hér um ræðir, þ.e. Klasar.
  • Fish production 26% export - Aluminum 25% of the export - nearly 2% of the aluminum production in the world.
  • It all started when in the summer 2009 Professor Michael Porter and his principal associate from Harvard Business School – the German Dr. Christian Ketels agreed to work on the mapping of the Geothermal Cluster in Iceland
  • It all started when in the summer 2009 Professor Michael Porter and his principal associate from Harvard Business School – the German Dr. Christian Ketels agreed to work on the mapping of the Geothermal Cluster in Iceland and they presented their findings on a conference in Reykjavík in November 2010. This was the picture which opened the eys of the professor and he realized how important geothermal is for our country.Almost 90% of the net primary energy use in Iceland is geothermal and renewable!This is the reason why Iceland has survived through the decades and the different crisis.
  • It was in Reykjavik in nóvember 2010 when they presented their findings on a conference in Reykjavík in November 2010. The result from the mapping was published in a conference on November 1st 2010. Everyone agreed it was a success.
  • The map shows all the different factors/players in the geothermal value chain and how they are combinded togehter.The strength of the icelandic geothermal cluster is the direct usage and that is somehting we are Strength of the service providers, great knowledge and understanding- Equipment and Maintenance part was also strong and there we have a lot of opportunityThe strength of the Icelandic geothermal cluster involves i.a. how it has used research methods and appllied them to achieve success. Concerning education, there is a significant supply of vocational and university study programs in Iceland that benefit the field of geothermal and other green energy.  
  • The geothermal industry got this message from the Professor Porter and thought this should be something the industry should be
  • So what did the industry do with this results.... How have we been managing it and turning it into these opportunities etc
  • This work has been going through some phases along the way. The first phase was the mapping of the cluster and choosing the projects the members of the cluster was willing to prioritese. The projects was of many kinds – but all had the aim to strengthen the infrastructure of the geothermal sector in Iceland. About 200 participants from all kind of companies and instittutions where participatingI can mention innovation and technical projects, redefining of the education in geothermal energy in Iceland, initiate a dialog between government and industry in the country and data collection, just to name a few. The participants in these projects are over 200 and they are coming from all the major players in the industry.
  • After the mobilizing phase the companies decided that this initiative needed its own identity and found the cluster organisation – Iceland Geothermal.All the most prominent companies and institutions related to geothermal in one or another way founded the Cluster Organisation Iceland Geothermal in February this year.
  • It takes about four years to build up a cluster organisation.IGCI is actually four years today...
  • There are now approximately 50 members of the cluster cooperation – and all of those of importance are there included. There are 9 members of the board of the organization – the chairman being the legendary Mr Albert Albertsson, the deputy director of HS Orka.
  • Transcript

    • 1. SCANDINAVIA – Total population 26 million Iceland is 1,3 % of the whole area Iceland: 0,3 m Norway: 5,0 m Sweden: 9,5 m ddddddddddddddddddddd Denmark 5,6 m Iceland geothermal Finland 5,4 m
    • 2. February 2nd 2013 “Politicians from both right and left could learn from the Nordic countries”
    • 3. Iceland is not invited to the party anymore World Economic Forum Competitiveness Ranking 2012 -3 -4 -12 -14 -32 Finland Sweden Denmark Norway Iceland
    • 4. Corruption Index – Gallup survey -1 -3 -6 -10 -43 Sweden Denmark Norway Finland Iceland
    • 5. What determines Competitiveness? Macroeconomic competitiveness MACRO Macroeconomic Policy Fiscal Policy: Public spending aligned with revenues over time Monetary Policy: Social Infrastructure & political institutions Sophistication of State of CLUSTERS company operation development and strategy National business environment (NBE) Human development: Basic educaiton, health care, equal opportunity Low levels of inflation Rule of Law: Macroeconomic Policy: Political instiutions: Avoiding structural imbalances and cyclical overhating Microeconomic competitiveness MICRO Property rights & due process Stable and efffective political and governmental processes and organizations Internal skills, capabilities , and sophistication of management practices of companies A critical mass of firms & institutions in each field to harness efficiencies and externalities across related entities The external business environment conditions that enable company productivity and innovation
    • 6. Michael Porter and Christian Ketels in Iceland 2 October 2006 Drivers of Iceland’s Competitiveness Overheating economy • Iceland’s prosperity is ahead of its competitiveness - Key strengths in infrastructure, basic skills, administrative capacity, and openness to competition. - Key weaknesses in the innovation environment, depth of clusters, and demand conditions
    • 7. Key Clusters in Iceland Established ones Emerging ones Specialty food Fishing Products Life Science Creative industries (rock music, video games etc. ) Specialty apparel Tourism Energy intensive Metal Production
    • 8. Key Clusters in Iceland Established ones Emerging ones Specialty food Fishing Products Life Science Specialty apparel Tourism Tourism Energy intensive Metal Production Geothermal Creative industries (rock music, video games etc. )
    • 9. How did this initiative started? Net Primary Energy Use in Iceland, 1940-2011 100% 90% 80% Coal Oil 70% 60% 50% Geothermal 40% 30% 20% 10% Peat Hydropower 0% 1940 1950 Source: Natural Energy Authority of Iceland 1960 1970 1980 1990 2000
    • 10. Utilization of geothermal energy
    • 11. District heating District heating (direct use of geothermal fluid), around 98% of Icelandic homes heated
    • 12. Before and after
    • 13. Melting – Heating Snow melting; pavement heating, road heating
    • 14. Swimming Pools all year around! Outdoor and indoor swimming pools; direct use of geothermal water; swimming pool in every town (learn to swim is obligatory)
    • 15. Direct Use Production of algae Green houses Fish farming Production of skin healing silica SiO2
    • 16. Direct Use Dry fish for export to Africa
    • 17. Geothermal brine bathing Blue Lagoon, Myvatn Nature Bath
    • 18. Good Productions Geothermal skin care products Production of renewable methanol CH3OH Lumber/timber drying Lukewarm (35 °C) pure sea water from geothermal power plant condensers for fish farming
    • 19. Iceland Geothermal 2010 – 1 Nov 2010
    • 20. Houston of geothermal Export products Export knowledge Investment to leverage expertise • Lack of capital is a key constraint • Could provide expertise in evaluating projects to others • Equipment production is currently not significant Export services Education and patents Technical services Operational management • Educational offers exist but are so far not commercially viable • Solid capabilities and strong global network • Solid practical experience • Currently also low price level • Relevant companies largely publicly-owned • Companies tend to lack size and capital to lead large projects • Skills more technical than commercial • Iceland subscale in scientific research • Available knowledge is not codified Source: Michael Porter and Christian Ketels 2010
    • 21. Exporting service and knowledge
    • 22. Iceland Geothermal Cluster Initiative Bottom - Up Mobilize the cluster Mapping and Analyzing 2009-2011 Top - Down Define a strategy Cluster Organisation founded 15 Feb 2013 IGC 2013 March 2013 Joint Efforts 2011-2012 2009 – 2012 Strategy Meeting June 2013 Oct 2013 2013 Execute priority actions Innovation and Development • Knowledge and Experience • Communication and Collaboration 2014 - 2019
    • 23. Joint Efforts - July 2011 – Dec 2012 Seminars on bottom-up cluster strategy and management Data collection on the impact of geothermal energy Research and Networking Dialogue with government on licencing processes Policy Action Cluster Expansion Innovation and Technology Innovation Maintainenance Startup Geothermal Energy Fund Innovation – Project Management State of the art project management program Commercial Eductation Cooperation and Training Iceland Geothermal Conference 2013 Fund for education on renewable energy Source: Greenbook. Ketels, Lindquist, Sölvell 2003
    • 24. Guiding lights of the initiative Innovation Development Knowledge Experience Communication Collaboration Increase innovation through colloboration and cooperation
    • 25. Members of Iceland Geothermal
    • 26. Funding of Clusters in Iceland Iceland Geothermal cluster Traditional „cluster“ in Iceland [PERCENTA GE] 8% [PERCENTA GE] Industry Government 100% Industry Government
    • 27. Icelandic Geothermal Cluster Research driven – Industry driven Technology “push” Market “pull”
    • 28. October 9th 2012, 37 members started the journey
    • 29. Iceland Tourism – 111 Sept 2012 – Sept2013
    • 30. Research organisations Government Firms Capital providers Source: Lindquist, Ketels, Sölvell - 2013 Education organisations 32
    • 31. Companies: Drive Cluster Initiatives Firms should Government may • • • • Propose relevant clusters Define cluster action priorities Drive activities Source: Christian Ketels - 2013 • • Initiate/ Convene Co-Finance Participate in activities
    • 32. Mixed funding sources of revenues Other International public Membership fees Regional / local public Sales of services National public Source: Lindquist, Ketels, Sölvell - 2013 34
    • 33. Mixed governance board composition Non-profit Financial inst. Private sector Academia Public sector Source: Lindquist, Ketels, Sölvell - 2013 35
    • 34. Let´s be inspired by Geothermal
    • 35. General information about Iceland • • • • Island in the Atlantic Ocean Population of 321.857 103.000 km2 (40.000 sqmi) Republic of Iceland 1944 – President Mr. Ólafur R Grímsson • Member of European Economic Area, NATO • Language: Icelandic – North Germanic language • Currancy : 1 ISK ~ 0,021 LTL 1 EUR ~ 3,45 LTL ~ 163 ISK
    • 36. BACKGROUND OF THE ICELAND GEOTHERMAL CLUSTER INITITATIVE
    • 37. Michael Porter and Christian Ketels in Iceland 2 October 2006 Drivers of Iceland’s Competitiveness Overheating economy • Iceland’s prosperity is ahead of its competitiveness - Key strengths in infrastructure, basic skills, administrative capacity, and openness to competition. - Key weaknesses in the innovation environment, depth of clusters, and demand conditions
    • 38. Key Clusters in Iceland Established ones Emerging ones Specialty food Fishing Products Energy intensive Metal Production Specialty apparel Life Science Tourism Creative industries (rock music, video games etc. )
    • 39. Key Clusters in Iceland Established ones Emerging ones Specialty food Fishing Products Life Science Creative industries (rock music, video games etc. ) Specialty apparel Tourism Energy intensive Metal Production Geothermal
    • 40. How did this initiative start? Net Primary Energy Use in Iceland, 1940-2011 100% 90% 80% Coal Oil 70% 60% 50% Geothermal 40% 30% 20% 10% Peat Hydro power 0% 1940 1950 Source: Natural Energy Authority of Iceland 1960 1970 1980 1990 2000
    • 41. Utilization of geothermal energy
    • 42. District heating District heating (direct use of geothermal fluid), around 98% of Icelandic homes heated
    • 43. Before and after
    • 44. Melting – Heating Snow melting; pavement heating, road heating
    • 45. Swimming Pools all year around! Outdoor and indoor swimming pools; direct use of geothermal water; swimming pool in every town (learn to swim is obligatory)
    • 46. Direct Use Production of algae Green houses Fish farming Production of skin healing silica SiO2
    • 47. Direct Use Dry fish for export to Africa
    • 48. Geothermal brine bathing Blue Lagoon, Myvatn Nature Bath
    • 49. Good Productions Geothermal skin care products Production of renewable methanol CH3OH Lumber/timber drying Lukewarm (35 °C) pure sea water from geothermal power plant condensers for fish farming
    • 50. Let´s be inspired by Geothermal
    • 51. Iceland Geothermal 2010 – 1 Nov 2010
    • 52. Map of the Iceland Geothermal Cluster
    • 53. Houston of Geothermal?
    • 54. THE PROCESS 2009-2013
    • 55. Iceland Geothermal Cluster Inititative Bottom - Up Mobilize the cluster Mapping and Analyzing 2009-2011 Joint Efforts 2011-2012 2009 – 2012 Define a strategy Execute priority actions
    • 56. Joint Efforts - July 2011 – Dec 2012 Data collection on the impact of geothermal energy - impact, no of employees, turnover how many jobs etc Research and Networking Dialogue with government on licencing processes Policy Action Commercial Cooperation Iceland Geothermal Conference 2013 Seminars on bottom-up cluster strategy and management Cluster Expansion Innovation and Technology Equipment & Maintanance Indirect Usage – Resource Park Reykjanes Drilling Standards Project Management Eductation and Training Brought togehter different education institutions and the companies them self to find out what was needed Source: Greenbook. Ketels, Lindquist, Sölvell 2003
    • 57. Cluster Organisation Founded 15th of February 2013
    • 58. ICELAND GEOTHERMAL CLUSTER INITIATIVE TODAY
    • 59. Research organisations Government Firms Capital providers Education organisations 62 Örjan Sölvell & Göran Lindqvist
    • 60. Members of Iceland Geothermal
    • 61. The driving forces of the Iceland Geothermal Cluster
    • 62. WHAT HAS BEEN DONE IN ICELAND.
    • 63. Terms we use!